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UKCREATIVEINDUSTRIESCENSUS2520LONDON|NEW YORK|MANCHESTER|AMSTERDAM|BERLIN3WELCOMETO THE UK CREATIVE INDUSTRIES SALARY CENSUS 2025 This years Salary Census brings together insights from 4,140 professionals,and 150 brands and agencies,representing a further 30,000 professionals across digital,marketing and creative sectors.This has been combined with ongoing data collected from our online salary benchmarking tool and insights from our senior talent partners.The salary and day rate tables represent an overview of job levels and salary averages in all listed disciplines,and are correct at the time of publication(May 2025).For the fifth year,we have continued to collect demographic data to provide the industrys most up-to-date snapshot of diversity,equity and inclusion within the industries.We have classified gender,ethnicity,sexuality,identity,class,and disability and neurodivergence using the governments recommended grouping.entries via our online Salary Benchmarking Tooldata points from the 2025 Salary Census findingsbrands and agencies also took part in our inaugural client Survey,representing over 30,000 workersrespondents completed our 2025 Salary Census survey.LONDON|NEW YORK|MANCHESTER|AMSTERDAM|BERLIN1507150350,000 414045FOREWORD By Rosa Rolo,Managing Directorof all UK jobs annually are filled by the Creative Industries7%Now in its 10th year,our annual Salary Census is the industrys most trusted resource for professionals and organisations navigating an ever-changing landscape.With detailed insights into workplace,career,and salary and day rate trends,it empowers businesses and professionals to plan strategically and try to make better,more-informed decisions.Over 20,000 businesses rely on our Census each year for clear,data-backed perspectives that guide their strategies and enable them to navigate todays unpredictable market.For many,the past 12 months have been nothing short of relentless.The world of work has continued to evolve at a rapid pace,driven by financial pressures,emerging technologies,and shifting expectations around how,where,and why we work.Amidst this transformation,many have found themselves operating in a near-constant state of adaptation-stretching capacity,juggling uncertainty,and striving to maintain momentum.Last year we shared the term polycrisis norm and I believe this is still very much at play-the reality that continues;geopolitical turmoil,economic turbulence,environmental challenges,and technological advancements are not merely momentary disruptions,but persistent aspects of our daily lives.Moreover,this has lead to a mental fragility within our society,which has meant that leading and developing in this rapidly changing sphere,continues to be a challenge.For businesses,planning for the future has become a balancing act.Rising costs have made operations more expensive than ever,forcing companies to make tough decisions which has a huge impact on morale and natural attrition.In the past 12 months alone,over half(53%)of businesses have made redundancies in response to sustained macroeconomic pressures.Were yet to see the impact of Labours recent NI contribution changes,but these reforms are expected to further impact employment costs,potentially affecting hiring strategies,workforce planning,and overall labour market stability.Job insecurity and the repercussions of layoffs are causing significant anxiety among employees;affecting the majority of workers.Analysis of those referencing layoffs indicates that concerns extend beyond those at risk of redundancy;even employees who have survived staff reductions report stress due to the anticipation of future layoffs or the pressures of managing increased responsibilities within leaner teams.Despite this challenging backdrop,businesses are persevering with their growth strategies,with nearly half of companies(46%)planning to hire in the next 6 months.However,there is prioritisation on roles that deliver immediate value and ROI.Beyond hiring,businesses are finding ways to boost efficiency and cut costs,such as leveraging new technologies,implementing automation,and building offshore teams to maximise results.From a candidates perspective weve seen a record low in terms of the number of candidates moving roles,with less than a quarter(23%)taking up new positions in the last 12 months,and many prioritising job security.However the appetite for change is there,with 53tively looking to move roles,and a further 19%passively looking.This presents both a challenge and an opportunity.While talent remains understandably cautious,theres a growing sense of restlessness among employees.One of the most significant drivers for change is compensation-over half(53%)of professionals believe theyre not paid fairly for their skills and experience.This sentiment comes despite permanent salaries increasing by 28%and freelance day rates by 26%over the past four years.The disconnect lies in the broader economic context:rising interest rates,inflation,and the cost-of-living crisis have eroded the impact of these pay increases.For many,financial progress feels out of reach-and the desire for change is,in part,a response to that reality.Whilst market data suggests that the year ahead will continue to be challenging economically,there is a calm sentiment that change is inevitable.Businesses and candidates willing to make bold,thoughtful moves today are finding ways to adapt and thrive;making gains in a challenging environment.For those willing to keep pushing,will reap the benefits and rewards later down the line.If youd like to discuss any of our findings,or request bespoke data sets,then please do reach out and get in touch.5Rosa Rolo4THE CREATIVE INDUSTRIES IN 2025The UKs Creative Industries are one of the core driving forces in the national economy,contributing 14 billion in gross value added(GVA)annually and accounting for 5.2%of the overall UK economy.The sector has grown by 35tween 2010 and 2023,outpacing much of the broader economy.Powered by approximately 2.4 million professionals,the Creative Industries account for 7%of all jobs filled in the UK annually.What makes our industries more unique is the high concentration of freelancers,which is double the national average at 30%.Whilst recent economic volatility has tempered the sectors growth,the government has identified the Creative Industries as a key driver for future economic success.The 2024 green paper outlined their strategy,prioritising industrial growth,private investment,skilled workforce development,and boosting exports.By capitalising on creative clusters and improving access to skills,the goal is to ensure that the UK remains a global leader and a hub for top-tier talent.“To enable growth in the sector,the government will leverage UK creative industries global comparative advantages by unlocking private investment,boosting exports,and developing its highly skilled workforce.The government needs to ensure that the UK sector remains globally competitive as a home for world class talent while maximising access to important markets to tour and collaborate.The sector plays an important role in driving growth across regions and nations,through creative clusters and corridors across the country that spread opportunity and prosperity in communities,as well as driving growth by enhancing access to skills,spillovers and knowledge sharing.”Rachel Reeves,Chancellor of the Exchequer The Creative Industries potential is also amplified by the growing integration with technology.The UKs tech sector recently hit a record$1 trillion valuation,highlighting its global impact.This convergence has led to new Createch roles,blending creativity with technology and blurring the boundaries between these two dynamic sectors.Businesses and individuals operating within the Creative Industries need to equip themselves with the digital skills required to thrive in this fast-changing landscape.However,one of the significant challenges is the widening skills gap.Over the past decade,enrollments in creative further education courses have dropped by a staggering 57%,largely due to funding cuts and accessibility barriers.At the same time,emerging technologies are transforming the skills landscape,further exacerbating this divide.These are critical barriers to growth,especially as the sector is expected to create around 300,000 new jobs in the next five years.Throughout our Census,we will delve deeper into the challenges and opportunities ahead.In essence,creativity is one of the UKs most valuable assets.The ideas and skills we nurture today will define the industries,communities,and cultures of tomorrow.Its a future worth investing in.“The UK advertising industry is home to all kinds of talent creative,strategic,technical,production a melting pot of skills,experience and capabilities that powers our sector to help businesses innovate,compete and grow here in the UK and around the world.The better we understand our skills base,and the more we invest in its development,the greater the positive economic and social impact we can have.”Sharon Lloyd Barnes Commercial Director Ad Association67UK TALENT TRENDS 20015010050202020212022202320242025 The UKs slowdown in hiring has been sharper than elsewhereAustraliaFranceGermanyIrelandWhile the Creative Industries have shown consistent growth over the past decade,the labour market has continued to face unique challenges,specifically in the last couple of years.These challenges have been magnified by economic turbulence,leading to hiring slowdowns when compared to other industries.For context,UK job openings across digital,marketing,creative and tech are down 40%compared to 2019.USCanadaUKInitially in January of 2025 the IMF raised its UK growth forecast to 1.6%citing factors such as improved household finances,investment increases,and potential interest rate cuts.However risks like the tariff trade wars have slightly destabilised this outlook with the IMF adjusting the forecast to 1.1%.Despite this decrease the UK is still set to be the fastest growing market in Europe.The UKs slowdown in hiring has been sharper than elsewhere globally 40 30202020212022202320242025 29 33 24Source:LinkedIn Market ResearchSource:Indeed Hiring Lab76LinkedIns latest Q1 Talent Insights Report highlighted record-low global employee confidence in areas such as finances,career prospects,and job stability.Growing job insecurity means businesses have to step up to provide transparency and support.Forbes highlights this as particularly important,noting that employee financial stress negatively affects morale,innovation,and productivity,costing businesses nearly half a trillion dollars annually.Our data shows that while only 23%of employees changed jobs last year(a record low),half of candidates(50%)are actively job hunting,while an additional 19%are open to new opportunities.This means the challenge for employers lies not only in preventing top talent from leaving but also in attracting fresh,motivated candidates who can deliver quickly.Over the next 12 months,the employment market is expected to continue to evolve as Labours proposed Make Work Pay reforms become law.These 28 individual reforms aim to create a more equitable and inclusive workplace by implementing measures such as day-one rights for employees,stronger workplace protections,and enhanced legislation.While these changes champion fairness,they also introduce new considerations for businesses.Combined with the recent NI increases,the cost implications of hiring permanent employees may deter some organisations from traditional recruitment methods.Instead,we anticipate a growing shift towards hiring freelancers and contractors.This approach offers businesses greater flexibility while continuing to meet their resourcing needs.If the IMFs growth projections hold true,whether at 1.1%-1.6%,we might see opportunities start to open up through greater natural attrition,people leaving their roles of their own volition,and via newly created job roles.There is also clearly a desire for change and the juxtaposition of salary importance vs.the companies doing pay reviews will impact attrition too.Workforce confidence index The proposed Employment Rights Bill signals a shift for organisations,with earlier protection from unfair dismissal and increased focus on employee rights.Organisations will need to adapt by strengthening probation management processes,improving onboarding,and ensuring fair treatment of all employees from day one,highlighting a growing focus on employee experience and retention.Danielle Meola,Journey HRof candidates are actively job hunting with a further 19%passively looking50%of employees changed jobs in the last year a record low23SALARIES&DAY RATESFinancial pressures continue to weigh heavily across the workforce and businesses alike.While weve seen some relief with easing interest rates and inflation,many people are still facing lower living standards-for some,its the third year in a row.Even as companies try to adjust compensation,the feeling of being undervalued remains widespread.Over half(53%)of permanent employees believe their pay doesnt reflect their skills and experience,while a further 19%are unsure.On paper,there has been progress.Permanent salaries have grown by an average of 5.8%in the last 12 months,mirroring the UK national average reported by the Office of National Statistics(March 2025).However,rising costs have diminished the real impact of these increases.With three-quarters of the workforce earning under 85,000,many employees are finding that their pay simply isnt stretching far enough.This gap between perception and reality points to a bigger issue:when the cost of living outpaces pay increases,employees are left feeling discouraged.For business leaders,this presents an ongoing challenge in keeping teams motivated and engaged;and ensuring the lights stay on.When we look closer,certain disparities become clear.Those working in agency roles earn,on average,2,992 less annually than their brand-side counterparts.For some industries,the gap is even larger-professionals in SaaS and Tech businesses often take home up to 10,000 more than those in other sectors.Freelancers and contractors have had a different experience in the last 12 months.Their earnings show stronger growth,with average day rates rising by 7.5%to 402 per day.Freelancers working for agencies earn an average of 412 per day,while those hired directly by brands average slightly less at 389.However,despite these rising rates,a significant portion of freelancers(33%)report that clients are actively pushing for lower fees,underscoring the ongoing cost-consciousness within organisations.Amidst these increases,more than half(53%)of professionals are planning to change jobs in the coming year,with salary and bonuses cited as their the top motivator.Career progression is a close second,highlighting the importance of feeling valued and having the opportunity to grow.Yet,many businesses may be falling short in meeting these expectations.Only 57%of companies conduct annual salary reviews,leaving a significant portion of employees in the dark about how their hard work will be recognised.Beyond just the salary reviews,businesses need to be creating environments where people feel valued,supported and can grow.Recognising employee contributions,committing to regular reviews,and offering meaningful growth opportunities are all essential strategies for retaining talent and building long-term advocacy.of permanent employees received a salary increase in the last 12 months43%THE RESKILLING REVOLUTION The rapid pace of technological change is reshaping the way we work,pushing us all to learn and adapt.For businesses,this means that by 2030,around 1 billion workers globally will need to upskill or reskill to stay relevant10.Thats a huge challenge,especially for organisations that are already balancing tighter budgets and competing priorities.According to LinkedIns Workplace Learning Report11,companies that invest in career development consistently outperform their peers.Yet 36%of permanent employees havent received formal training in the past year,which highlights a significant gap in employee expectations.With 72%of employees identifying learning opportunities as a key factor in choosing their current or future roles,its clear theres both appetite and opportunity for change.As accessible technologies continue to evolve,addressing the technical skills gap remains crucial for workforces to fully capitalise on emerging opportunities.However,businesses must also recognise the growing significance of interpersonal skills-such as communication,adaptability,creativity,and problem-solving-as the true drivers of innovation and resilience.These skills empower teams to navigate complex challenges,collaborate effectively,and build more meaningful connections in todays fast-paced,ever-changing workplace.Research shows that embedding learning makes employees 56%more motivated to acquire new skills12.By fostering a culture that values continuous learning,leaders can help employees feel recognised and supported as they adjust to new tools and processes.The clock is ticking though.With 70%of workplace skills predicted to change by 2030,businesses need a clear and actionable strategy13.Future-focused leaders are already identifying critical technical and interpersonal skills and shaping learning programmes to close those gaps.Upskilling and reskilling isnt just an investment in employees;its an investment in gaining a competitive advantage.Technical skills Interpersonal skillsTECHNICAL PROFICIENCY -AI,MACHINE LEARNINGCOMMUNICATION&RELATIONSHIP BUILDINGDIGITAL LITERACY -COMMUNICATING THROUGH DATACREATIVITY&INNOVATIONDATA ANALYSIS -EXTRACTING INSIGHTS&TRENDS 79yyyyyIHB%The top skills that respondents felt would be important to the future of work,include:79APTABILITY&AGILITY44YoY Salary or Day Rate Change:6%5.5%5.8%3%8%7.5%7.1%Perm 2022Perm 2023Perm 2024Perm 2025Freelance 2022Freelance 2023Freelance 2024Freelance 20251234567891011“With clients spending less and costs rising,salary expectations are becoming harder to manage.Aligning pay with skills and ensuring fair wages is keybut when salary increases arent possible,investing in development,meaningful feedback and growth must accelerate.Supporting peoples futures helps bridge the gap when pay alone cant.”Katie McCambley Managing Director MullenLoweUK10.2The skills first imperative The fast-evolving pace of technology demands more than just a reskilling revolution;it demands a shift in how businesses approach talent acquisition.Traditional recruitment methods that focus on degrees or job titles are no longer enough to meet the demands of innovation-driven industries.Instead,businesses need to explore skills-first hiring strategies,prioritising candidates and abilities and skill sets,rather than their education and past career experience.By evaluating skills over qualifications,companies open themselves up to a more diverse and dynamic talent pool.Research shows this approach can expand the talent pool by up to 6x,offering access to a wealth of untapped potential.14 Beyond just widening the search,a skills-first approach also helps tackle skill gaps head-on.By identifying candidates with demonstrable abilities,organisations can match talent to specific needs more effectively,leading to greater performance and productivity.Those hired through this method are 2.8x more likely to be top performers in their roles.Switching to a skills-first strategy can also diversify hiring pipelines by up to 10.2x,enabling businesses to discover candidates they might have otherwise overlooked.This adds fresh perspectives,drives innovation,and strengthens overall resilience within teams.Ultimately,prioritising skills is about futureproofing.Its about finding the most capable people who can deliver the best work,quickly and efficiently.Permanent FreelanceLEADERSHIP&MANAGEMENTTECHNICAL SKILLSCAREER DEVELOPMENT&SUCCESSION PLANNINGCAREER DEVELOPMENT&SUCCESSION PLANNINGTECHNICAL SKILLSLEADERSHIP&MANAGEMENTThe types of training respondents felt would be most beneficial to their current skill set,include:of employees are experimenting with AI tools at least a few times a week,primarily for content creation,research and problem solvingaround 1 billion workers globally will need to upskill or reskill to stay relevant60yyyyyycSCCAA“I strongly believe the success of my team is rooted in each and every one of them having a clear career path,one that has been jointly reached,provides growth for the individual and which aligns with our overall objectives.The access we have to Publicis L&D facilitates this growth,we have a wealth of resources to tap into and a great Groupe team that keeps us updated on new developments and offerings.”Glega Minaidis Operations Director DigitasThe potential of artificial intelligence(AI)is immense,but to realise its full potential,it must be guided by human ingenuity.With the right strategy,these technologies can become powerful tools that enhance human creativity,decision-making and problem-solving.A human-centred approach to AI ensures that technology complements human strengths,driving innovation,boosting productivity and fostering sustainable growth.Yet there is currently a disconnect between what businesses expect,and what talent is currently delivering:9 out of 10 business leaders consider AI a strategic priority,while only 15%of employees fully understand their companys AI strategy15.These gaps exacerbate anxiety,with nearly a third of full-time employees and nearly half of freelancers concerned about being replaced by AI systems.And yet,75lieve that when used correctly,AI has the potential to enrich their work rather than threaten it.These divides highlight both challenges and opportunities.“In a rapidly changing world its more vital than ever that you have relentless focus on self-development,what new skills do I need?How do I pivot to adapt?The question everyone should be asking themselvesis,NOT what skills do I need to not for my current job BUT my future job.”Ronnie Smith Head of Talent Acquisition Unlimited GroupProductivity for commercial successFor business leaders,the key question is:how can they boost workforce productivity and efficiency amid rising employment costs and talent shortages in the UK?The answer lies in harnessing technology to drive smarter efficiencies.By leveraging AI-not as a replacement for people,but as a partner to human creativity-businesses can streamline processes,reduce repetitive tasks,and unlock the full potential of their workforce.This strategic use of AI not only enhances operational efficiency and adaptability but also creates a clear path to sustained commercial advantage.This is,in part,already happening,with 60%of employees experimenting with AI tools at least a few times a week,primarily for content creation,research and problem solving.Yet,the rapid rise of access to generative AI tools continues to present a major challenge for businesses-with only 13%currently feeling fully equipped to navigate this shift.Without a clear strategy,robust governance,and comprehensive upskilling initiatives,companies risk losing ground in both competitiveness and innovation.Informal or inconsistent adoption of AI tools by employees could lead to inefficiencies,security risks,and missed opportunities to fully leverage AIs potential at scale across the organisation.10EMERGING TECHNOLOGIES&HUMAN CENTRED AI by 203012THE MENTAL FRAGILITY CRISIS of businesses are offering little to no support for mental fragilitybelieve changing jobs will improve their mental fragility594Where creativity meets technologyOver the last year,generative AI has continued to disrupt the Creative Industries,offering new possibilities,but also sparking critical discussions about originality,intellectual property,and authenticity.While AI tools can generate content quickly and at scale,they often lack the strategic nuance and originality needed to deliver truly impactful work.This is where human creativity remains indispensable.Conceptual Creatives play a critical role in guiding AI-generated outputs,ensuring they are authentic,on-brief,and aligned with the broader strategy.Its the human touch that brings emotional intelligence,contextual understanding,and brand voice-elements that AI alone cant replicate.Over-reliance on AI also risks homogenising creative output,making it harder to stand out in a world already saturated with content.A human-centred AI strategy ensures that technology remains a collaborator,not a replacement,enabling people to focus on strategic and conceptual tasks that drive lasting impact.This balance safeguards the originality and emotional depth that defines human creativity16.There is a critical need for proactive,deliberate strategies that emphasise human collaboration and transparency.Leaders play a pivotal role in bridging these gaps.By articulating a clear vision for AI adoption,addressing employee concerns with empathy,and investing in upskilling the workforce,they can transform fear into curiosity and uncertainty into confidence.Cultivating a culture of inclusivity around AI not only streamlines adoption but also fuels innovation and drives lasting business success.Weve been living in times of unprecedented change and uncertainty,where individuals are continually being stretched to adapt.This reality presents a growing challenge:maintaining mental resilience in the face of mounting pressures.This has now shifted into a fundamental change,as a society we are in a mentally fragile place-in this section,well talk about the direct impact we are seeing on individuals mental health but its important to frame this as a collective challenge as we navigate change.The demands of our always-evolving workplace environments are impacting how we think,feel,and perform.Anxiety levels are rising,and for many,this translates into diminished productivity,reduced creativity,and limitations on innovation.Mental wellbeing now plays a central role in workplace satisfaction,with individuals across demographics ranking it among their top five priorities.For those aged 1824,its second only to learning and development.However,despite clear demand,workplace mental health support remains inadequate.This gap is most noticeable amongst freelancers,with 50scribing their mental health as“fair”or“poor.”Even among permanent employees,34lieve changing jobs could improve their wellbeing.The message is loud and clear:businesses must address mental health or risk losing talent and productivity.The financial impact is equally stark.Studies show that 80%of employers recognise that financial stress or unknowns impact employee performance,costing businesses nearly half a trillion dollars annually.Yet,despite acknowledging the cost,many organisations are failing to act-with 59%offering basic or no support.Failing to support mental fragility isnt just an ethical oversight-it leads to decreased productivity,higher absenteeism,and increased employee turnover,all of which can significantly impact a companys bottom line.Leaders have an opportunity and responsibility to foster psychologically safe and supportive environments that not only enhance employee wellbeing but also build resilience,strengthen trust,and drive productivity.Leading from the frontLeadership in todays workplace isnt just about strategy;its also about empathy,adaptability,and empowerment.The best leaders dont just manage change;they create environments where teams are comfortable with change.Yet,theres a critical gap in leadership training.Findings from the Chartered Management Institute(CMI),which revealed that 82%of managers transitioned into leadership roles without any formal training17,and are therefore navigating challenges without the tools needed to succeed.Its no surprise then that 63%of professionals express a desire for Leadership and Management training,and 47el unsure about their abilities in areas like transparency,communication,and strategic vision.“In these turbulent times,strong leadership is needed more than ever,but the definition needs a re-think.A focus on action and results is not enough.We have normalised rational,thinking leadership to the point where the skills of being truly present,paying close attention,active listening and responding from a place of empathy,have taken too much of a back seat.We need to prioritise leading with humanity to effectively guide,inspire and empower those in our charge.”Charlie Hurrell Former CCO and MD of Engine,Dentsu mcgarrybowen and mullenlowe London TOP 5 SENTIMENTS TOWARDS AITOP 5 USES OF AIPRODUCTIVITY PROBLEM SOLVING CONTENT GENERATION RESEARCH CREATIVE DESIGN CURIOUS CAUTIOUS OPTIMISTIC FASCINATED APPREHENSIVE beleive that when using AI correctly,it has the potential to enrich their work7514MULTI-GENERATIONAL WORKFORCESThe evolving demographics of the UK,marked by an aging population and extended working lives,have resulted in nearly three-quarters(73%)of senior business leaders now managing multi-generational workforces18.The presence of five distinct generations Traditionalists,Baby Boomers,Generation X,Millennials,and Generation Z each bringing a unique blend of skills,experience,and perspectives,presents both exciting new opportunities and intricate management challenges.This demographic shift necessitates a fundamental change in approach;a singular,one-size-fits-all strategy for the workforce is no longer viable.However,cultivating harmony and maximising productivity within a multi-generational environment is a complex undertaking,presenting multifaceted challenges ranging from differing communication styles and technological adaptability,to varying workplace expectations.While expectations on what we get out of work differs,its unsurprising given the current economic climate,that salary and bonuses remain the key driver in employment.There has been a universal shift amongst most age groups towards career progression,which is likely to stem from the need to adapt to technological advancements,and the imperative for continuous upskilling.This drive is further fuelled by the direct link between career advancement and increased remuneration.Consequently,employees across all generations recognise career progression as crucial for job security,skill development,and financial growth in a dynamic job market.For those in mid-life,a greater emphasis on work-life balance and flexibility is understandable as caring responsibilities often become more significant.This life-stage frequently involves balancing career demands with looking after children or elderly relatives.The ability to manage work alongside these personal obligations becomes a key priority for this demographic.18-24 years1234525-34 years35-44 years45-54 years55 yearsCAREER PROGRESSIONSALARY&BONUSINTERESTING WORK/PROJECTSCULTURE&VALUESGOOD WORK/LIFE BALANCECAREER PROGRESSIONSALARY&BONUSINTERESTING WORK/PROJECTSFLEXIBLE WORKINGGOOD WORK/LIFE BALANCECAREER PROGRESSIONSALARY&BONUSINTERESTING WORK/PROJECTSCULTURE&VALUESGOOD WORK/LIFE BALANCEFLEXIBLE WORKINGSALARY&BONUSPOSITIVE WORKING ENVIRONMENTGOOD WORK/LIFE BALANCEINTERESTING WORK/PROJECTSCAREER PROGRESSIONSALARY&BONUSCULTURE&VALUESGOOD WORK/LIFE BALANCEFLEXIBLE WORKINGof the workforce will be made up of Gen Z by 203058%Top 5 work requirements in order of importance by age demographicGen Z:creating future leadersThis year marks a significant shift in the global workforce,with Generation Z(born mid-1990s to early 2010s)now making up over 27%of the working population,surpassing Baby Boomers.By 2030,their presence is expected to grow to 58,offering both immense potential and important challenges for businesses.Yet,as organisations increasingly lean on outsourcing and AI to cut costs and drive efficiencies,a critical issue is emerging:a decline in accessible entry-level roles.While these strategies may improve short-term productivity,they inadvertently reduce vital opportunities for young professionals to gain real-world experience.Without these foundational career-building opportunities,we risk under preparing an entire generation,creating a shortage of mid and senior-level leaders,compounding the already critical skills gap facing many industries.“At 20/20 Levels,we work with underrepresented young talent to prepare them for a career and running their own business.We have noticed this generation is more confident,more tech savvy,and more entrepreneurial.They are ready and hungry for the working world.However,they lack access to opportunities.Companies that have actively recruited underrepresented young talent have realised benefits not just in terms of the bottom line,but also employee engagement.Duro Oye CEO&Founder 2020 LevelsHowever,Gen Z brings tremendous advantages.As the first truly digital-native generation,they possess a natural fluency with emerging technologies that are shaped by global connectivity.This has influenced not only their skills but also how they perceive work,with many arriving more adaptable and tech-savvy than previous generations.Employers,however,must balance these strengths with realistic expectations and provide the clarity,development,and purpose that Gen Z needs to thrive.Narratives around“quiet quitting”often misrepresent this generation.Almost half of Gen Z workers(49%)view their jobs as central to their identity.They also show the highest confidence in senior leadership(62%)and are least likely to be actively job-seeking.These trends highlight Gen Zs openness to commitment when their needs are met with meaningful opportunities and support.While its understandable that businesses are implementing short-term measures to protect the bottom line,its vital they dont lose sight of long-term talent development.Gen Z brings fresh perspectives,digital fluency,and a strong desire for meaningful work.Those who invest in their growth and wellbeing will not only close future skills gaps but also position themselves as leaders in an innovation-driven economy.Ageism in the workplaceThe declining UK birth rate,projected to reach a total fertility rate of 1.41 children per woman by 2027,alongside 38%of the population being aged 50 and increasing life expectancy,signals a shrinking talent pool20.This demographic shift necessitates businesses actively re-engaging older workers,especially given that there are 3.5%less professionals aged 45 in digital,marketing,and creative than a year ago.This stat underscores the urgency of retaining and attracting experienced talent across all age groups,and particularly those aged 45 ,to avoid critical workforce shortages and maintain economic competitiveness.However,ageist attitudes,as highlighted by a UN report21 indicating that roughly half the global population holds such biases,present a considerable barrier to leveraging this experienced demographic.Stereotypes about older workers capabilities and adaptability often lead to their underutilisation and undervaluation within organisations.This is despite 58%of those aged 50 and over desire to continue working beyond traditional retirement ages,with 80%even willing to take a pay reduction to reskill or transition to new industries.To effectively counter ageism and capitalise on the wealth of knowledge and experience within the“older”workforce,businesses must actively defy these outdated stereotypes.Creating inclusive workplace cultures that value intergenerational collaboration,offer flexible working arrangements,and provide opportunities for reskilling and career development are crucial.Particularly focussing on engaging this generation with new skills in emerging technologies is vital.141517Major Players will keep championing insight and awareness within the creative industries,while-through our data and partnerships with exceptional organisations-delivering to support marginalised groups.We believe that those who create the work ultimately shape it.In a climate where revenue generation and measurable impact on every audience are under sharper scrutiny than ever,progressive marketing and a genuine sense of belonging stand out as the most critical areas of focus.This marks the fifth consecutive year weve gathered demographic data,focusing on key areas such as age,ethnicity,gender,sexuality,identity,socio-economic background,and disability or neurodivergence.By collecting this information,were able to offer meaningful insights into diversity,equity,and inclusion across the industries-delivering the only annual snapshot of representation and equity available.Over the last 6 months,DE&I initiatives have increasingly intersected with political discourse,particularly in the US,where recent legislative developments and policy shifts have introduced new challenges for organisations.These changes are beginning to influence how global businesses navigate and implement DE&I strategies across different regions.At the same time,continued economic headwinds have contributed to a quiet deprioritisation-or in some cases,abandonment,of DE&I efforts.The momentum that was once widely championed,appears to be stalling.Findings from this years Census highlight this trend starkly:55%of businesses report having no dedicated DE&I budget,while an additional 25%are unsure if such budgets exist at all.This suggests that up to 80%of businesses may now be operating without any specific financial allocation for DE&I-a significant decline from 2021,when 75%reported having defined budgets in place.This trend is beginning to manifest across industries,where early signs point to the degradation in both representation and equity.As support structures are scaled back or dissolved,the progress made in fostering inclusive workplace cultures is increasingly at risk.As the leading talent agency in digital,marketing and creative,we have a responsibility to continue to shine a spotlight on DE&I,and positively impact the industries we work within.Gender&Identity Over the past two years,there has been a 5cline in the number of women and non-binary individuals working across the digital,marketing,and creative sectors,equating to approximately 120,000 professionals leaving the industry.While last years data showed signs of progress with the gender pay gap narrowing to 10.1%,the trend has since reversed.In the past 12 months,the gap has widened to 12.5%,with women in permanent roles earning an average of 8,099 less than their male counterparts.Representation at senior levels also remains imbalanced.Just 14%of women earn above 85,000,a salary atypical of senior or C-suite positions,compared to 25%of men.Despite this disparity,men are marginally more likely to report feeling underpaid,relative to their skills or experience,and more likely to leave their current roles.women have left the industry in the last 2 years120,00018-24 years1234525-34 years35-44 years45-54 years55 yearsMENTAL WELLBEINGL&DPROGRESSIVE POLICIESFLEXIBLE WORKINGHEALTHCAREPENSIONSHOLIDAY ALLOWANCEBONUS&COMMISSIONMENTAL WELLBEINGL&DFLEXIBLE WORKINGPROGRESSIVE POLICIESMENTAL WELLBEINGHEALTHCAREHOLIDAY ALLOWANCEPENSIONSFLEXIBLE WORKINGBONUS&COMMISSIONMENTAL WELLBEINGPENSIONSHOLIDAY ALLOWANCEFLEXIBLE WORKINGBONUS&COMMISSIONMENTAL WELLBEINGFLEXIBLE WORKINGBy dismantling age-related biases,organisations can not only tap into a previously underutilised and undervalued talent pool but also foster more diverse,innovative,and resilient workforces capable of navigating future challenges,who have arguably,“seen it all”.This inherently resilient generation views acquiring AI skills as yet another valuable string to their bow,further enhancing their adaptability.Instead of viewing generational differences as obstacles,businesses should embrace them as catalysts for progress by actively seeking input from employees across all levels to cultivate adaptable workplace environments and benefits packages.Meeting workers where they are or aspire to be,fosters collective engagement,synergy,and team resilience.As multigenerational workforces continue to expand,proactively implementing inclusive policies that address the diverse needs of all generations will be essential for attracting and retaining talent,ultimately building more productive,satisfied,and healthier workforces for sustained success.The top 5 benefits that age demographics seek from their workplace1617DIVERSITY,EQUITY&INCLUSION 1819Salary and day rates by ethnicity1819of businesses report having no dedicated DE&I budget,while an additional 25%are unsure if such budgets exist at all55%Our data highlights that women continue to be less representative at mid-life ages(34 );and more so in what could be considered later career stages,55 ,where there are 3x more men than women.3xmore men than womenEthnicity Black,Asian and Minority Ethnic representation has increased in the last 12 months from 14.8%to 16.3%.While progress has been made,this is still short of the UK national average of 18.3%,and considerably short of Londons 39.9%ethnic make-up.Intersectional data from this years Census across gender and ethnicity,shows that Black males and females continue to earn least across both permanent salaries and freelance day rates within the Creative Industries;this is despite collectively,receiving above industry average increases,at 7.5%for permanent employees and 7.9%for freelancers.Black females are paid 24%less than the industry average.Despite being the lowest paid cohort,those who identify as Black are the most confident demographic in leadership overall,and the least likely to leave their roles in the next 12 months(21%).10030,000PAY GAPPAY GAP20040,00030050,00040060,00070,000Asian FemaleAsian FemaleBlack FemaleBlack FemaleMixed FemaleMixed FemaleArab/Other FemaleArab/Other FemaleWhite FemaleWhite FemaleAsian MaleAsian MaleBlack MaleBlack MaleMixed MaleMixed MaleArab/Other MaleArab/Other MaleWhite MaleWhite Male30856,40337660,65837759,23939062,2543782024 SALARY2024 DAY RATE2024 DAY RATE2024 DAY RATE2024 DAY RATE2024 DAY RATE2024 DAY RATE2024 DAY RATE2024 DAY RATE2024 DAY RATE2024 DAY RATE2024 SALARY2024 SALARY2024 SALARY2024 SALARY2024 SALARY2024 SALARY2024 SALARY2024 SALARY2024 SALARY56,837FREELANCEPERMANENT6 5,93312749224,217235,953357,71337262,77032057,15239864,87540065,19242569,967Within freelance roles,the pay gap has widened significantly in the last 12 months,with men earning 38.70 more than women,representing a 9.74%pay gap.Age Workers aged 45 and older now represent just 11.4%of the workforce-a sharp decline from 15%in 2024.This 3.6 percentage point drop within a single year signals an exodus of experienced professionals from the digital,marketing,and creative sectors in the last 12 months.This representation gap lags behind the UK average,which is 30%,while the number of workers aged 50 continues to grow.There are some industries that have better representation than others,most notably:business development,client and creative services,and production&studio.Those with the least representation include social&influencer,making up just 3.5%of the workforce,and performance and digital marketing,making up 6.7%.There is strong female representation in the formative years,with almost double the number of women than men aged 18-34(63male vs 34%men).Sexuality The number of individuals who identify as being LGBTQIA has remained the same at 14%,although it must be noted that 8.4%preferred not to disclose their sexuality.This stats is well above the national average22,which suggests 3.8%of the UK population identify as LGBTQIA ,which is greatly encouraging.Despite this relatively strong representation,pay equity remains a challenge.While the pay gap has closed in the last 12 months,the difference in LGBTQIA earning is 5,283 less than their heterosexual counterparts-equating to an 8.1%pay gap,down from 12%last year.LGBTQIA freelancers and contractors are earning,on average,379 per day,which is 3%less than heterosexual counterparts.This represents a 5%swing in the last two years.Disability&Neurodiversity There has been a 5crease in the number of individuals in the Creative Industries identifying with a disability,neurodivergence and/or mental health condition,now representing just under a quarter(24%)of professionals.Disability-2%Sensory impairment,musculoskeletal,chronic health condition Mental Health Condition-8%Anxiety disorder,depression,bipolar disorderNeurodiversity-14HD,autism,dyslexia,depression,bipolar disorder Data shows that those who have a disability,mental health condition,or neurodivergence are,on average,paid up to 6459 less in permanent salaries,and 21 less in day rates.These represent 9.6%and 5%pay gaps-which have grown since last year,in addition to less representation.DISABILITY&NEURODIVERSITY REPRESENTATION2120Our eco-system As the UKs most trusted talent agency,we have a responsibility to positively impact diversity,equity,and inclusion within the industries we service,making a more equitable society for all.We continue to invest into our networks and partners,creating an eco-system of like-minded organisations to enable greater representation,and to challenge the status quo:CREATIVE EQUALS An award-winning global non-for-profit consultancy,challenging the status-quo,to push for a world of fairness,difference and belonging.OUTVERTISING A non-for-profit LGBTQIA advertising and marketing,advocacy group promoting more,positive representation within the world of advertising.BLOOM UK A professional network for women in communications with a mission to ensure equal opportunities.WITH NOT FOR A disability-led and founded talent and content agency that exclusively represents Disabled creatives.SHE SAYS A global creative network for woman to help advancement within the creative and tech industries;through events,meet-ups,campaigns&mentorshipsSPRING BACK GUIDE A digital-based coaching solution that supports women returning back into the workplace after a career break20/20 LEVELS is a multi-award-winning social enterprise leading the way to a more diverse and inclusive workforce in the UK.LOLLIPOP MENTORING A dedicated mentoring community for Black women in the market-ing and advertising industries:empowering,connecting,and uplifting through meaningful mentorship,networking,and shared guidance.GOOD NUGGET A non-profit organisation empowering underrepresented talent to take their first steps towards a career in the exciting world of branding,communications and marketingAVENIR NETWORK a future-of-work consultancy helping organisations adapt to change,embrace innovation,and lead with purpose.We partner with organisations of all sizes to create inclusive,sustainable,and future-ready workplaces that empower people and drive business success.We believe that talent should be paid fairly based on their skills,experience,and ability to do the job;not on their perceived worth or ability to negotiate.At Major Players,we made a commitment to stop asking our candidates to divulge in their current or previous salaries,in a bid to cut pay gaps.There is clear evidence which indicates when making this simple,low-cost change to the hiring process,it can positively impact pay inequality.We are calling on all employers to sign up to our#EarnYourWorth pledge to make salary disclosure a thing of the past.We are also calling on individuals to sign our petition,in order for us to lobby the UK Government into making legislative change around salary history.Pledge your support here:EARN YOUR WORTH-FAIR PAY FOR ALLFind out more:www.majorplayers.co.uk/earn-your-worthIn addition,we continue to pledge our support to organisations in creating long-term strategies,that enable businesses to attract,engage,and retain talent,including:Investing in and utilising our ecosystem of networks and partners Creating long-list quotas Anonymous CVs Embracing Earn Your Worth Building diverse talent pools through our eco-system Collecting and analysing data L&D training Psychometric testing IMPACTFUL WORK 46%The concept of Environmental,Social,and Governance(ESG)faces a critical inflection point.Once celebrated as the future of sustainable business,ESG now faces the risk of being dismissed as a mere marketing ploy.2021Donald Trumps 2024 victory,buoyed by agendas dedicated to combating so-called“woke capitalism,”has thrown a wrench into the ESG movement in the United States,which has had an impact on some strategies and programmes in the UK.However,some territories,like Europe and Asia,appear to be doubling down despite the anti-ESG sentiment,and are charging ahead with ambitious sustainability plans-unfazed,so far,by negative rhetoric elsewhere.A notable shift in workplace priorities is evident,with a considerable drop in the number of employees who consider purpose an important quality at work.This figure has fallen from 70%to 46%,a change likely influenced by candidates increasingly prioritising earning potential in the current economic climate.However,its important to note that Gen Z continues to demonstrate a stronger inclination towards purpose-driven work compared to other generations.There is still an expectation on businesses to consider their impact on people,places and culture at large.For business leaders,this means embracing transparency and innovation to stay ahead-align themselves with clear sustainability outcomes and demonstrate real-world impact,rather than simply checking off an ESG box.Businesses that choose to place purpose at the foundation of their developments will be more effective at attracting,engaging and retaining top talent.Inspired employees are believed to be 50%more productive.Having a clear purpose can organise diverse personalities and strengths around achieving a common goal.Moreover,customer surveys23 show that behaviour isnt just softer towards purpose-driven companies,but consumers are four times as likely to trust,buy from and recommend purpose-driven companies.Stakeholders might want to solely focus on driving revenue,but injecting purpose and ESG into business strategies is the exact way to build a future-fit operation.In 2022,Major Players was awarded B Corp accreditation,joining over 2300 other UK businesses,and more than 9500 globally,in redefining business success.The rigorous and holistic certification framework looks at five core areas:governance,workers,community,environment and customers.It ensures that businesses are used as a force for good,putting people,purpose and planet alongside profit in their decision-making.Using the B Corp framework(or similar accreditations)allows businesses to benchmark the aforementioned areas and highlight opportunities that either cement purpose or derive from it.Simply naming a purpose is not enough anymore.To access the benefits on offer requires an open dialogue with workers and transparency from leadership.Yes,purpose will drive progress,but only if its implemented with sincerity.Businesses must practice it in all aspects of their operations,internally and externally.This forms part of an EVP-an opportunity to define the essence of your company through values,culture,uniqueness and purpose.It captures what team members,prospective candidates and customers can expect,and vice versa.of employees consider purpose as important in their current or future workplace2322CONTENTSClient&Creative Services23Client Services&Strategy24Creative Services&Project Management26Production&Studio28Creative31Creative,Design,UI Design and UX32Digital&Marketing 35CRM,Data&Analytics36Performance&Digital Marketing38E-commerce40Experiential,Events and Partnerships42Marketing,Brand,PR&Comms44Business Development46Social,Content&Influencer48CLIENT SERVICES&STRATEGY Client Services&Strategy24Creative Services&Project Management26Production&Studio2825Salary information:The current demand for talent is seemingly at a junior to midweight level(Account Manager to Senior Account Manager)for both permanent and freelance positions.Candidates at this level are also more up for moving roles-perhaps less risk-averse than more senior candidates who have more commitments?Weve seen an increase in redundancies at a senior level and continue to see change afoot at a leadership level.To address this,businesses are engaging senior freelance talent(Account Director/Senior Account Director)on longer contracts or making permanent hires to bridge the gap.Furthermore,businesses are eager to acquire well-rounded talent with skills across Client Services and Project Management.Strong pitching skills are now essential for senior roles,reflecting the focus on new business development for agencies.Weve seen a trend that this talent pool is showing interest in moving into brand-side positions,equally with brands showing openness to onboard these candidates-especially those with dual Client Services and Project Management capabilities.The demand for short-term Strategic freelance pitch development and ideation support is high.Additionally,there is a distinct rise in the need for Strategists with niche expertise in areas like gaming and AI.The surge in demand extends across both Creative and Brand Strategists,with an increasing preference for hybrid talent that seamlessly bridges brand thinking with creative ideation.46%received a salary increase in the last year 56lieve they are not being paid their worth based on their skills and experience 21%changed roles in the last 12 months 60%had seen their employer make redundancies in the last year 46%are actively looking to move roles 27lieve moving roles in the next year will improve their mental health 24%are not confident in their current leadership 59%are using AI either every day or a couple of times a weekTALENT SNAPSHOT Senior Account Managers Account Directors Digital Brand Strategists ROLES IN DEMANDOVERVIEW OF MARKETDEMOGRAPHICAL SNAPSHOT*32%disability,mental health condition or neurodivergence14%Black,Asian or Minority Ethnic backgrounds1%NON-BINARY21%LGBTQIA 61MALE38%MALE14%AGED 45 t:020 7836 4041 e:talkmajorplayers.co.ukFACTORS&BENEFITSHoliday AllowanceThe top 3 factors candidates consider in their next role87y%Flexible Working HoursPensionCLIENT SERVICES&STRATEGY 142%PERMMP Average Salary 2025Salary Range2025Account Executive30,00028-32kSenior Account Executive33,00030-35kAccount Manager40,00035-45kSenior Account Manager50,00045-55kAccount Director65,00055-70kSenior Account Director75,00065-80kBusiness Director90,00080-100kHead of Client Services 110,000 90-130kStrategy/Planning Director95,00090-110kHead of Strategy/Planning 145,000130-170kJunior Strategist/Planner40,00035-45kMid Strategist/Planner50,00045-55kSenior Strategist/Planner75,00065-85kChief Strategy Officer 180,000150-220kFREELANCEMP Average Day Rate 2025Day Rate Range2025Account Executive180150-200Account Manager250200-250 Senior Account Manager300275-325Account Director350300-400Senior Account Director400350-450Business Director450425-500Head of Client Services 450425-500Junior Strategist/Planner300300-400Mid Strategist/Planner350350-450Senior Strategist/Planner600400-800Strategy/Planning Director750500-1000Head of Strategy/Planning800750-1000 CLIENT SERVICES&STRATEGY CLIENT SERVICES&STRATEGY 2425*some respondents chose not to disclose their demographical data,and therefore may not total 100Salary information:PERMMP Average Salary 2025Salary Range2025Resource/Traffic Co-Ordinator35,00030-40kResource/Traffic Manager/Studio Manager55,00045-55kCreative Services Manager55,00045-55kHead of Creative Services70,00065-75kCreative Services Director 90,00080-100kOperations Manager65,00060-70kOperations Director 75,00070-80kHead of Operations85,00080-90kProgramme Manager65,00060-70kPackaging Project Manager 50,00045-55kProject Coordinator28,00025-30kJunior Project Manager32,00028-35kProject Manager45,00040-50kSenior Project Manager65,00055-70kDigital Project Manager60,00055-65kSenior Digital Project Manager75,00065-80kProject Director 85,00080-90kHead of Project Management90,00085-100kFREELANCEMP Average Day Rate 2025Day Rate Range2025Resource/Traffic Co-Ordinator200200-250Resource/Traffic Manager/Studio Manager350300-450Creative Services Manager350300-450Creative Services Director 400350-500Operations Manager350350-450Operations Director 400400-500Project Coordinator200180-225Project Manager300250-350Senior Project Manager375350-450Digital Project Manager400350-500Project Director 450400-500Programme Manager500450-600CREATIVE SERVICES&PROJECT MANAGEMENTCREATIVE SERVICES&PROJECT MANAGEMENTFACTORS&BENEFITSHoliday AllowanceThe top 3 factors candidates consider in their next role88w%Flexible Working HoursPensionCREATIVE SERVICES&PROJECT MANAGEMENT 39%received a salary increase in the last year 55lieve they are not being paid their worth based on their skills and experience 19%changed roles in the last 12 months 59%had seen their employer make redundancies in the last year 52%are actively looking to move roles 35lieve moving roles in the next year will improve their mental health 36%are not confident in their current leadership 54%are using AI either every day or a couple of times a weekTALENT SNAPSHOT Integrated Project Managers Digital Project Managers Operations Managers ROLES IN DEMANDDEMOGRAPHICAL SNAPSHOT 30%disability,mental health condition or neurodivergence14%Black,Asian or Minority Ethnic backgrounds1%NON-BINARY19%LGBTQIA 68MALE30%MALE17%AGED 45 140&27Its been a tough climate for the roles in Creative Services that arent directly linked to revenue for agencies,most notably Studio,Resource,Traffic,and Operations.Due to this,weve seen more of these functions being made redundant;their tasks being redistributed to Project Managers and other team members.This has led to a decrease in demand for these specialist positions across both permanent and freelance,especially at agencies that tend to only need freelance support for short bursts or seasonally.On the other hand,weve found that brand-side,there is still a need for operational candidates to handle Resource,Traffic and overall Studio Management.Project Management roles are still in high demand,but the job descriptions have expanded to include broader functions like client communication.OVERVIEW OF MARKETt:020 7836 4041 e:talkmajorplayers.co.uk*some respondents chose not to disclose their demographical data,and therefore may not total 100)Salary information:FACTORS&BENEFITSHoliday AllowanceThe top 3 factors candidates consider in their next role87%Flexible Working HoursPensionPRODUCTION&STUDIO 42%received a salary increase in the last year 59lieve they are not being paid their worth based on their skills and experience 12%changed roles in the last 12 months 51%had seen their employer make redundancies in the last year 42%are actively looking to move roles 30lieve moving roles in the next year will improve their mental health 23%are not confident in their current leadership 43%are using AI either every day or a couple of times a weekTALENT SNAPSHOT Digital Producers Integrated Producers Social Content Producers ROLES IN DEMANDDEMOGRAPHICAL SNAPSHOT 34%disability,mental health condition or neurodivergence7.7%Black,Asian or Minority Ethnic backgrounds1%NON-BINARY14%LGBTQIA 55MALE44%MALE18%AGED 45 7.74%PERMMP Average Salary 2025Salary Range2025Junior Producer35,00033-40kProducer 55,00045-60kSenior Producer 75,00065-85kExecutive Producer 90,00080-100kDigital Producer 70,00060-80kProduction Assistant/Coordinator32,00028-35kProduction Manager45,00040-50kHead of Production 105,00090-120kPERMMP Average Salary 2025Salary Range2025Artworker30,00028-35kSenior Artworker40,00035-45kPresentation Designer40,00035-45kIllustrator 45,00040-50kFREELANCEMP Average Day Rate 2025Day Rate Range2025Junior Producer250225-275Producer300250-300Senior Producer 400350-450Executive Producer 450400-500Production Assistant/Coordinator200180-225Production Manager350300-400Head of Production 450450-500Runner200180-225FREELANCEMP Average Day Rate 2025Day Rate Range2025Artworker250200250Senior Artworker350275350Retoucher330250325Senior Retroucher4003504503D Visualiser350350500Presentation Designer 400250500Illustrator 380300450PRODUCTION&STUDIO INTEGRATEDPRODUCTION&STUDIO STUDIOPRODUCTION&STUDIO INTEGRATEDPRODUCTION&STUDIO STUDIO2829The Production market is highly competitive for both freelance and permanent roles.Whats interesting is that agencies appear to be leaning towards using freelance talent over making permanent hires.This ties in with how their clients now favour project-based production work.Regarding skills,weve found that specialist digital production skills(AR,VR,MR,AI,CGI,UX,UI)are highly sought-after.Yet because of the increased popularity of short-form content,the biggest buzz lately is around Social-First Producers and Integrated Producers.TV Producer roles arent experiencing the same level of traction anymore,since production departments are no longer split into separate disciplines.Add to that,it looks like more brands and in-house studios are choosing to outsource their production needs.Unfortunately,weve seen more redundancies in Post Production roles,with those responsibilities being absorbed into the main Producer role.People in permanent positions are staying put with few voluntary job shifts-the hesitancy for change is likely due to the current uncertainties in the broader industry,making a stable position worth holding on to.OVERVIEW OF MARKETt:020 7836 4041 e:talkmajorplayers.co.uk*some respondents chose not to disclose their demographical data,and therefore may not total 100130CREATIVECreative,Design,UI Design and UX3233Salary information:FACTORS&BENEFITSHoliday AllowanceThe top 3 factors candidates consider in their next role89%Flexible Working HoursPensionCREATIVE,DESIGN,UI DESIGN AND UX 43%received a salary increase in the last year 54lieve they are not being paid their worth based on their skills and experience 20%changed roles in the last 12 months 52%had seen their employer make redundancies in the last year 51%are actively looking to move roles 33lieve moving roles in the next year will improve their mental health 27%are not confident in their current leadership 59%are using AI either every day or a couple of times a weekTALENT SNAPSHOT Senior Designers Motion Designers CreativesROLES IN DEMANDDEMOGRAPHICAL SNAPSHOT 35%disability,mental health condition or neurodivergence16.8%Black,Asian or Minority Ethnic backgrounds1%NON-BINARY15%LGBTQIA 50MALE48%MALE18%AGED 45 16.85%PERMMP Average Salary 2025Salary Range2025Junior Designer30,00028-32k Designer40,00035-45k Senior Designer55,00050-65kDesign Director/Head of Design70,00060-80kJunior Creative32,00030-38kCreative45,00040-50kSenior Creative 60,00055-65k Junior Creative Team(AD/CW/Team)32,00030-35kCreative Team(AD/CW/Team)42,00040-45kSenior Creative Team(AD/CW/Team)65,00050-80kCreative Lead/Head of Creative 70,00065-80kAssociate Creative Director75,00070-85kCreative Director 95,00090-120kExecutive Creative Director150,000140-220k Junior Copywriter26,00025-28k Copywriter32,00030-35k Senior Copywriter45,00040-50kHead of Copy65,00060-70kJunior Videographer26,00025-28k Senior Videographer40,00035-45k Video Editor30,00025-35kSenior Video Editor48,00040-52kMotion Graphics Designer40,00035-45k Senior Motion Graphics Designer 55,00050-60k3D Designer40,00035-45k Senior 3D Designer58,00050-65kFREELANCEMP Average Day Rate 2025Day Rate Range2025Junior Designer200150200Designer250200250Senior Designer300275350Design Director/Head of Design450400600Junior Creative200175225Creative300250300Senior Creative 375325400Junior Creative Team(AD/CW/Team)300250300Creative Team(AD/CW/Team)350300400Senior Creative Team(AD/CW/Team)450400500Creative Lead/Head of Creative 400375450Associate Creative Director450400500Creative Director 500500600Executive Creative Director650600750 Junior Copywriter200150200Copywriter275250300Senior Copywriter375325400Head of Copy550450600Junior Videographer200175225Senior Videographer350300400Video Editor300250325Senior Video Editor400350450Motion Graphics Designer350300400Senior Motion Graphics Designer 4504005003D Designer350300400Senior 3D Designer450400500FREELANCEMP Average Day Rate 2025Day Rate Range2025Junior Digital Designer200175225Digital Designer300250325Senior Digital Designer380325400Digital Design Director550450600UI Designer350275350Senior UI Designer400350450Junior UX Designer250200250UX Designer400300400Senior UX Designer500400500UX Copywriter350300400Product Designer400350450Senior Product Designer 500450550Head of Product Design700600800CREATIVE,BRANDING&DESIGNCREATIVE,BRANDING&DESIGNDIGITAL,UI&UX DIGITAL,UI&UX PERMMP Average Salary2025Salary Range2025Junior Digital Designer30,00028-32k Digital Designer40,00035-45k Senior Digital Designer55,00050-65kDigital Design Director75,00070-80kUI Designer40,00035-45k Senior UI Designer70,00065-75kJunior UX Designer35,00030-40kUX Designer45,00037-55kSenior UX Designer65,00060-70kUX Copywriter40,00035-45k Product Designer43,00040-50kSenior Product Designer 60,00055-65k Head of Product 90,00080-100k3233Its clear that Generative AI has become a ubiquitous tool in creative workflows.From creative writing and retouching to graphic design and 3D rendering,all freelancers have integrated these tools into their skillsets as clients expect them to know the basics.Whats interesting about the free-to-use creative tools like Canva,Figma,and Blender is seeing how they are helping people level up their skills without huge costs.This lowers the barrier to entry for developing design skills.This is reflected in the rate at which candidates are reskilling and upskilling,particularly in AI-related skills.Creatives are jumping on these new tools to ensure they remain competitive.Client side,there is a growing preference towards freelancers and Fixed-Term Contract(FTC)roles.Faced with increasing costs and the liabilities associated with permanent hires,businesses are leaning towards the flexibility of temporary staff.Lastly,were seeing more creative work pop up in regional hubs like Glasgow,Belfast,and Manchester.This shift is caused by more investment happening outside London.OVERVIEW OF MARKETt:020 7836 4041 e:talkmajorplayers.co.uk*some respondents chose not to disclose their demographical data,and therefore may not total 100534DIGITAL&MARKETINGCRM,Data&Analytics36Performance&Digital Marketing38E-commerce40Experiential,Events and Partnerships42Marketing,Brand,PR&Comms44Business Development46Social,Content&Influencer4837Salary information:FACTORS&BENEFITSHoliday AllowanceThe top 3 factors candidates consider in their next role96%Flexible Working HoursPensionCRM,DATA&ANALYTICS 54%received a salary increase in the last year 54lieve they are not being paid their worth based on their skills and experience 25%changed roles in the last 12 months 54%had seen their employer make redundancies in the last year 44%are actively looking to move roles 38lieve moving roles in the next year will improve their mental health 25%are not confident in their current leadership 72%are using AI either every day or a couple of times a weekTALENT SNAPSHOT Data&Analytics Managers CRM Managers Email Marketing Specialists ROLES IN DEMANDDEMOGRAPHICAL SNAPSHOT 44%disability,mental health condition or neurodivergence21%Black,Asian or Minority Ethnic backgrounds3%NON-BINARY16%LGBTQIA 50MALE40%MALE8%AGED 45 21D%PERMMP Average Salary 2025Salary Range2025CRM Executive40,00035-45kCRM Manager55,00050-60kCRM Account Manager55,00050-60kCRM Account Director70,00060-80kHead of CRM95,00090-110kRetention Specialist58,00055-65kWeb/Digital Analyst55,00050-60kInsight Analyst50,00030-50kSenior Web Analyst67,00060-80kSocial Analyst55,00050-60kResearch Analyst45,00040-50kData Analyst48,00040-60kFREELANCEMP Average Day Rate 2025Day Rate Range2025CRM Executive200180-220CRM Manager325300-350CRM Account Director400350-450Head of CRM450400-500Retention Specialist400375-425 Web/Digital Analyst350300-400Insight Analyst350300-400Senior Web Analyst400375-425Social Analyst400375-425Reseach Analyst350300-400Data Analyst400 400 Data Scientist500 500 CRM,DATA&ANALYTICSCRM,DATA&ANALYTICS3637The push for“data-driven”campaigns is fueling growth for the data and analytics freelance market.More businesses are coming to the realisation that they need data expertise to remain competitive.Something else were seeing is a significant increase in Customer Relationship Management(CRM)and retention-focused roles.This makes sense because during turbulent economic times,its better to maximise value from existing customers.So,focussing on reliable channels for source of income is currently a priority for businesses.Thats why CRM professionals with strong technical and strategic skills are in high demand.Further,the integration of AI features into CRM tools(e.g.Klaviyo&AI,Braze with Sage AI)enables hyper-personalisation at scale.Candidates familiar with these tools are highly sought after.OVERVIEW OF MARKETt:020 7836 4041 e:talkmajorplayers.co.uk*some respondents chose not to disclose their demographical data,and therefore may not total 1009Salary information:FACTORS&BENEFITSHoliday AllowanceThe top 3 factors candidates consider in their next role91y%Flexible Working HoursPensionPERFORMANCE&DIGITAL MARKETING 38%received a salary increase in the last year 49lieve they are not being paid their worth based on their skills and experience 35%changed roles in the last 12 months 48%had seen their employer make redundancies in the last year 71%are actively looking to move roles 43lieve moving roles in the next year will improve their mental health 22%are not confident in their current leadership 75%are using AI either every day or a couple of times a weekTALENT SNAPSHOT Performance Marketing Managers ROLES IN DEMANDDEMOGRAPHICAL SNAPSHOT 26%disability,mental health condition or neurodivergence33%Black,Asian or Minority Ethnic backgrounds12%LGBTQIA 53MALE47%MALE11%AGED 45 33&%Paid Media Managers SEO Managers PERMMP Average Salary 2025Salary Range2025SEO Executive40,00035-45kSEO Manager 60,00050-70kHead of SEO85,00070-100kDigital Outreach Specialist35,00030-40kPPC Executive45,00040-50kPPC Manager65,00060-70kPaid Media/Biddable Account Director80,00075-85kHead of PPC Search/Biddable70,00065-75kProgrammatic Manager68,00060-80kPerformance Marketing Manager60,00055-65kGrowth Marketing Manager60,00055-65kHead of Performance90,00080-110kHead of Growth Marketing90,00080-110kUser Acquisition Specialist65,00060-75kFREELANCEMP Average Day Rate 2025Day Rate Range2025SEO Executive250225-275SEO Manager 325300-350Head of SEO400350-450PPC Executive225200-250PPC Manager300275-325Paid Media/Biddable Account Director375350-400Head of PPC Search/Biddable400375-425Programmatic Manager325300-350Performance Marketing Manager325300-350Growth Marketing Manager325300-350Head of Performance450 400-450 Head of Growth Marketing450 400-450 User Acquisition Specialist450 400-450 PERFORMANCE&DIGITAL MARKETINGPERFORMANCE&DIGITAL MARKETING3839Weve noticed a clear shift towards performance and digital campaigns.For businesses,its all about what they can tangibly measure to ensure ROI is maximised-this is what gives performance marketing its edge over traditional avenues.Add to that,there is a significant trend of businesses choosing to bring their Performance Marketing talent in-house.The competitive market created a need for hands-on control over channel management,campaign tweaks and optimisation-external agencies cannot offer this extensive overview.Because of this shift,creative candidates with a strong performance focused foundation are highly valued since their expertise boosts engagement and effective ad spend.Further,businesses are beginning to use AI management across platforms like Performance Max(Pmax)for better results.OVERVIEW OF MARKETt:020 7836 4041 e:talkmajorplayers.co.uk*some respondents chose not to disclose their demographical data,and therefore may not total 100ASalary information:FACTORS&BENEFITSHoliday AllowanceThe top 3 factors candidates consider in their next role85w%Flexible Working HoursPensionE-COMMERCE 38%received a salary increase in the last year 50lieve they are not being paid their worth based on their skills and experience 38%changed roles in the last 12 months 53%had seen their employer make redundancies in the last year 52%are actively looking to move roles 62lieve moving roles in the next year will improve their mental health 38%are not confident in their current leadership 64%are using AI either every day or a couple of times a week TALENT SNAPSHOT eCommerce Managers ROLES IN DEMANDDEMOGRAPHICAL SNAPSHOT 26%disability,mental health condition or neurodivergence32%Black,Asian or Minority Ethnic backgrounds32&%Heads of eCommerce eCommerce Directors 2%NON-BINARY12%LGBTQIA 53MALE43%MALE12%AGED 45 PERMMP Average Salary 2025Salary Range2025E-Commerce Executive32,00028-35kSenior E-Commerce Executive 38,00035-40kE-Commerce Manager50,00042-55kSenior E-Commerce Manager65,00058-70kHead of Online/Digital80,00075-90kHead of E-Commerce80,00075-90kDirector of Online/E-Commerce100,00090-120kEcommerce Category Manager 50,00042-55kOnline Trading Manager50,00042-55kEcommerce Marketplace Manager/Amazon Manager55,00050-60kMarketplace Executive 40,00035-45kFREELANCEMP Average Day Rate 2025Day Rate Range2025E-Commerce Executive200180-220Senior E-Commerce Executive 220200-240E-Commerce Manager300250-300Head of Online/Digital450400-500Head of E-Commerce500 500 Director of Online/E-Commerce500 500 Ecommerce Category Manager 300250-300Online Trading Manager300250-300Ecommerce Marketplace Manager/Amazon Manager325300-350Marketplace Executive200180-220E-COMMERCE E-COMMERCE 4041The current market presents a high number of available candidates.Weve seen many recent redundancies,thats led to plenty of experienced senior professionals(Heads of E-commerce and E-commerce Directors)looking for new opportunities.Adding to the markets instability is the emergence of AI tools able to understand buying patterns,shifts in consumer behaviour,and product performance analysis.On top of that,despite it being a new tool,many clients want to leverage TikTok Shop.Candidates are expected to have experience using it to its full capabilities.As customer retention is a big focus across the board,subscription-based models are being used as a strategy to keep customers loyal-both on apps and websites.Keeping customers engaged is a more cost-effective way to drive revenue than constantly acquiring new business.OVERVIEW OF MARKETt:020 7836 4041 e:talkmajorplayers.co.uk*some respondents chose not to disclose their demographical data,and therefore may not total 100CSalary information:FACTORS&BENEFITSHoliday AllowanceThe top 3 factors candidates consider in their next role92%Flexible Working HoursPensionEXPERIENTIAL,EVENTS AND PARTNERSHIPS 57%received a salary increase in the last year 43lieve they are not being paid their worth based on their skills and experience 12%changed roles in the last 12 months 43%had seen their employer make redundancies in the last year 30%are actively looking to move roles 26lieve moving roles in the next year will improve their mental health 16%are not confident in their current leadership 43%are using AI either every day or a couple of times a weekTALENT SNAPSHOT Mid/Senior Producers ROLES IN DEMANDDEMOGRAPHICAL SNAPSHOT 29%disability,mental health condition or neurodivergence15%Black,Asian or Minority Ethnic backgrounds15)%Project Managers Production Managers 14%LGBTQIA 73MALE26%MALE15%AGED 45 PERMMP Average Salary 2025Salary Range2025Account Manager40,00035-45kSenior Account Manager50,00045-55kAccount Director60,00055-65kSenior Account Director70,00065k-75kEvents Co-Ordinator/Assistant 32,00028-35kEvents Manager40,00032-45kSenior Events Manager55,00050-60kHead of Events75,00065-85kEvent Director 80,00065-85kProject Cooridnator/Assistant 33,00028-35kProject Manager45,00040-50kSenior Project Manager 60,00050-65kProject Director75,00065-85kJunior Producer38,00035-43kProducer50,00045-55kSenior Producer65,00055-70kExecutive Producer85,00075-90kProduction Coordinator 33,00028-35kProduction Manager50,00045-55kSenior Production Manager60,00055-65kProduction Director 70,00060-75kPartnerships Account Manager45,00030-50kPartnerships Account Director 64,00060-75kPartnerships Director 80,00070-100kFREELANCEMP Average Day Rate 2025Day Rate Range2025Account Manager275250-300Senior Account Manager325300-350Account Director375350-400Senior Account Director400350-450Events Co-Ordinator/Assistant 200180-200Events Manager250225-275Head of Events400350-450Senior Events Manager325300-350Event Director 400350-450Project Cooridnator/Assistant 225200-250Project Manager350325-375Senior Project Manager 375350-425 Project Director450400-500Junior Producer225200-250Producer350300-400Senior Producer400350-450Executive Producer500450-550 Production Coordinator 225200-250Production Manager350325-375Senior Production Manager375350-425 Production Director 450400-500 Partnerships Account Manager300275-325Partnerships Account Director 375350-400Partnerships Director 400350-450EXPERIENTIAL,EVENTS&PARTNERSHIPSEXPERIENTIAL,EVENTS&PARTNERSHIPS4243The most notable trend is the continued demand for content-worthy events.It seems organisations want to really use physical experiences as a way to create content that can be utilised in a broader scope.This ensures the demand for hybrid candidates remains constant,especially those who can execute Production,Account Management,and Project Management functions.Thats why weve seen a reduction in more traditional Client Services roles.Even though brands still value the opportunity to connect with their audience face-to-face,prevailing budget constraints have led to fewer freelance hires.However,we are noticing a bit more demand for mid-level roles-this is probably because these candidates are cost-effective but still carry enough experience to execute successfully.OVERVIEW OF MARKETt:020 7836 4041 e:talkmajorplayers.co.uk*some respondents chose not to disclose their demographical data,and therefore may not total 100ESalary information:FACTORS&BENEFITSHoliday AllowanceThe top 3 factors candidates consider in their next role88%Flexible Working HoursPensionMARKETING,BRAND,PR&COMMS 42%received a salary increase in the last year 50lieve they are not being paid their worth based on their skills and experience 29%changed roles in the last 12 months 48%had seen their employer make redundancies in the last year 57%are actively looking to move roles 39lieve moving roles in the next year will improve their mental health 27%are not confident in their current leadership 67%are using AI either every day or a couple of times a weekTALENT SNAPSHOT Marketing/Brand Managers ROLES IN DEMANDDEMOGRAPHICAL SNAPSHOT 30%disability,mental health condition or neurodivergence16.8%Black,Asian or Minority Ethnic backgrounds16.80%Marketing Execs PR Account Directors 13%LGBTQIA 68MALE32%MALE13%AGED 45 PERMMP Average Salary 2025Salary Range2025Marketing Assistant 32,00030-35kMarketing Executive/Co-ordinator35,00030-35kSenior Marketing Executive 40,00035-45kMarketing Manager55,00045-60kCampaign Manager55,00045-60kSenior Marketing Manager65,00060-75kHead of Marketing100,00080-120kMarketing Director150,000120k Chief Markeiting Officer/VP140,000150k Brand Executive35,00030-35kBrand Manager55,00045-60kHead of Brand90,00080-120kHead of Brand Marketing 90,00080-120kGlobal Brand Director120,000120k Chief Brand Officer150,000150k FREELANCEMP Average Day Rate 2025Day Rate Range2025Marketing Assistant 190180-200Marketing Executive/Co-ordinator225200-250Senior Marketing Executive 250225-275Marketing Manager300275-350Campaign Manager300275-325Senior Marketing Manager375350-400Head of Marketing400400-500Marketing Director400400-500Chief Marketing Officer/VP675650-700Brand Executive225200-250Brand Manager300250-350Head of Brand400400 Global Brand Director500 500 Chief Brand Officer600 500 FREELANCEMP Average Day Rate 2025Day Rate Range2025PR/Comms Executive200180-220PR/Comms Manager275250-300Internal Comms Manager300275-325Senior PR/Comms Manager300275-325PR Assistant180160-200Press Officer200180-220PR Consultant 400 400 Senior PR/Comms Manager325300-350Publicist275250-300Senior Publicist 300275-325 Head of PR/Head of Media Relations400350-450Head of Internal Comms400340-450Group Head of Comms450400-500PR Director450400-500Director of Communications 450 450 MARKETINGMARKETINGPR&COMMSPR&COMMSPERMMP Average Salary 2025Salary Range2025PR/Comms Executive35,00030-35kPR/Comms Manager55,00045-60kInternal Comms Manager55,00050-60kSenior PR/Comms Manager65,00060-70kPR Assistant30,00028-32kPress Officer32,50030-35kSenior PR/Comms Manager65,00060-75kPublicist32,50030-35kSenior Publicist 37,50035-40kHead of PR/Head of Media Relations95,00080-120kHead of Internal Comms92,00080-120kGroup Head of Comms100,00080-120kPR Director95,00080-120k4445In the freelance market for Marketing,Brand,Public Relations,and Communications,the current demand is seemingly at mid-level and executive-level roles.In the perm market,the demand is for mid-level,and mid senior level roles.Marketing positions increasingly require a multi-channel skillset;businesses are especially interested in candidates who can both develop social and digital campaign strategies and execute said strategies.There is a discernible trend towards roles that blend hands-on implementation with strategic thinking.With brands having to balance retention strategies with customer acquisition plans,weve seen a bigger need for professionals able to craft some powerful brand messaging.OVERVIEW OF MARKETt:020 7836 4041 e:talkmajorplayers.co.uk Marketing/Brand Managers Marketing Execs PR Account Directors*some respondents chose not to disclose their demographical data,and therefore may not total 100GSalary information:FACTORS&BENEFITSHoliday AllowanceThe top 3 factors candidates consider in their next role92%Flexible Working HoursPensionBUSINESS DEVELOPMENT 53%received a salary increase in the last year 39lieve they are not being paid their worth based on their skills and experience 35%changed roles in the last 12 months 40%had seen their employer make redundancies in the last year 36%are actively looking to move roles 29lieve moving roles in the next year will improve their mental health 21%are not confident in their current leadership 65%are using AI either every day or a couple of times a weekTALENT SNAPSHOT ROLES IN DEMANDDEMOGRAPHICAL SNAPSHOT 26%disability,mental health condition or neurodivergence12%Black,Asian or Minority Ethnic backgrounds12&%1%NON-BINARY13%LGBTQIA 57MALE42%MALE18%AGED 45 PERMMP Average Salary 2025Salary Range2025Business Development Exec37,00035-45kBusiness Development Manager55,00050-60kSnr.Business Development Manager70,00060-75kBusiness Development Director90,00080-100kHead of Business Development120,000110-150kChief Growth Officer 160,000140-180kFREELANCEMP Average Day Rate 2025Day Rate Range2025Business Development Exec225200-250Business Development Manager300275-325Snr.Business Development Manager350325-375Business Development Officer400350-450Head of Business Development450 450 BUSINESS DEVELOPMENT&PARTNERSHIPBUSINESS DEVELOPMENT&PARTNERSHIP4647There is an increased demand for Business Development roles and proactive Sales outreach,especially for agencies hoping to boost their revenue stream.This surge is largely due to the rise of project-based work with clients,meaning agencies need a consistent pipeline of pitches and new business wins to retain workflow.Similar to what were seeing in other sectors,there is an underlying need for business development to foster longer-term customer relationships and retention,beyond just initial project wins.OVERVIEW OF MARKETt:020 7836 4041 e:talkmajorplayers.co.uk Business Development Manager Cheif Growth Officer*some respondents chose not to disclose their demographical data,and therefore may not total 100ISalary information:FACTORS&BENEFITSHoliday AllowanceThe top 3 factors candidates consider in their next role87y%Flexible Working HoursProgressive PoliciesSOCIAL,CONTENT&INFLUENCER 34%received a salary increase in the last year 53lieve they are not being paid their worth based on their skills and experience 28%changed roles in the last 12 months 46%had seen their employer make redundancies in the last year 48%are actively looking to move roles 34lieve moving roles in the next year will improve their mental health 28%are not confident in their current leadership 66%are using AI either every day or a couple of times a weekTALENT SNAPSHOT Content Creators ROLES IN DEMANDDEMOGRAPHICAL SNAPSHOT 39%disability,mental health condition or neurodivergence16.5%Black,Asian or Minority Ethnic backgrounds16.59%Social Media Managers Community Managers 22%LGBTQIA 75MALE25%MALE5%AGED 45 PERMMP Average Salary 2025Salary Range2025Content Manager45,00040-50k Content Lead55,00050-60k Content Strategist 55,00050-60k Content Writer45,00040-50k Content Executive35,00035-40k Content Creator 50,00045-50k Head of Content 75,00060-80k Influencer Executive35,00030-40k Influencer Manager50,00045-55k Influencer Director75,00060-80k Influencer Strategist 65,00060-70k Social Media Editor45,00040-50k Social Marketing Manager55,00045-60k Social Account Manager40,00035-45k Senior Social Account Manager50,00045-50k Social Account Director 55,00050-60k Social Campaign Manager40,00035-45kSocial Creative50,00040-60k Social Creative Manager60,00050-70k Social Media Executive35,00030-40k Senior Social Media Executive40,00035-45k Social Media Manager50,00045-55k Social Media Strategist60,00050-65k Social Media Lead60,00055-65k Paid Social Executive35,00030-40k Paid Social Manager50,00045-55k Paid Social Strategist60,00055-65k Head of Social85,00070-90k FREELANCEMP Average Day Rate 2025Day Rate Range2025Content Manager300250-350Content Lead350300-400Content Strategist 400350-450Content Writer300250-350Content Executive250200-300Content Creator 350300-450Head of Content 400350-450Influencer Executive250200-300Influencer Manager350300-400Influencer Director400350-450Influencer Strategist 450350-500Social Content Strategist 400350-450Social Media Editor300250-350Social Marketing Manager300275-350Social Account Manager300250-325Senior Social Account Manager325300-350Social Account Director 375350-450Social Campaign Manager350300-375Social Creative350300-400Social Creative Manager400350-450Social Media Executive250225-275Senior Social Media Executive300275-325Social Media Manager350300-400Social Media Strategist400350-550Social Media Lead400350-500Paid Social Executive250200-300Paid Social Manager300275-350Paid Social Strategist350325-450Head of Social450400-700SOCIAL,CONTENT&INFLUENCERSOCIAL,CONTENT&INFLUENCER4849Weve seen some significant shifts in the past year,with TikTok taking the lead as the go-to platform to drive growth and engagement.Instagram has remained relatively stable,and X is experiencing a substantial decrease in usage.Building meaningful customer relationships is a priority for many brands,which means that the demand for Community Management roles is increasing.The popularity of TikTok has led to more businesses looking for employees with a dedicated focus on this platform.When it comes to technology,were seeing how AI is used more to help with writing content for paid social ads.Theres a feeling that organic social captions still require that uniquely human touch.Furthermore,AI is being used for video content more frequently,and even for AI models for on-screen appearances.The other in-demand roles weve seen pick up are requests for nano content creators and influencers with versatile skillsets.These creators need to be the on-camera personality,work behind the scenes to film and edit,and even handle the copywriting.Because of the rise of short-form video consumption,brands are actively looking to partner with video-based content production talent.OVERVIEW OF MARKETt:020 7836 4041 e:talkmajorplayers.co.uk*some respondents chose not to disclose their demographical data,and therefore may not total 100PAPPENDIX ABOUT THE SALARY CENSUSThis Census was compiled by Major Players using data collected from 11,440 respondents from our 2025 Salary Census survey,our online Salary Benchmarking Tool,and combined with insights gathered from senior talent partners.These insights equate to over 350,000 data points across careers,salaries/day rate and workplace trends.The tables represent an overview of job levels and salary averages in all listed disciplines;and are correct at time of publishing.As part of our commitment to progressing the creative industries,we collect demographical data to provide an up-to-date snapshot of DE&I.We classified gender,ethnicity,sexuality,identity,disability and neurodivergence using government recommended grouping.For further information on these,please visit:www.gov.uk.ABOUT MAJOR PLAYERSWe are the UKs leading digital,marketing,and creative talent agency,committed to accelerating ambitions,building brands,and creating instrumental partnerships.Over the last 33 years,our consultative and solutions led approach has helped revolutionise businesses,from trailblazing start-ups through to household names;across a variety of disciplines across the creative industries.With a network of over 500,000 candidates in the UK,Europe and US,we are well placed to accelerate business and career transformations.For full information on specific job roles or to speak to a talent partner:www.majorplayers.co.uk 020 7836 4041 talkmajorplayers.co.uk1.Negative Effects of Employee Layoffs(Ashique Rahman on LinkedIn,2023)2.Creative industries:Growth,jobs and productivity(Nicola Newson,2025)3.Invest 2035:The UKs Modern Industrial Strategy(Gov,UK,2024)4.New research points to a looming creative economy skills shortage across the UK(Creative PEC,2024)5.Hiring falls more sharply in UK than other major economies(Financial Times,2024)6.IMF upgrades UK growth forecast and takes swipe at Trump plans(Phillip Inman for The Guardian,2025)7.Global Talent Trends(LinkedIn,2024)8.Crisis:Worker Financial Stress Costs Employers Billions Of Dollars Annually(Colleen Reilly for Forbes,2020)9.What is the true cost of replacing an Employee?(Sandra Berns for Centric HR,2022)10.Average weekly earnings in Great Britain:March 2025(Office for National Statistics,2025)11.Reskilling Revolution:Preparing 1 billion people for tomorrows economy(World Economic Forum,2025)12.Workplace Learning Report(LinkedIn,2025)13.Employee Upskilling Is Vital in Rapidly Evolving Job Market(Emily Lorenz for Gallup,2024)14.Skills on the Rise in 2025(Jen Dewar on LinkedIn,2025)15.Skills-Based Hiring:Increasing Access to Opportunity(Silvia Lara for LinkedIn Economic Graph,2025)16.AI in the Workplace:Answering 3 Big Questions(Kate den Houter for Gallup,2024)17.What is Human-Centered AI(HCAI)?(Interaction Design Foundation,2024)18.Better Management Report(CMI,2023)19.Working Together:Maximising the opportunities of a multigenerational workforces(Asli Atay Budak and Emelia Williams,2024)20.How is Gen Z changing the workplace?(Zurich,2024)21.How is the fertility rate changing in England and Wales?(Office for National Statistics,2024)22.Global Report On Ageism(United Nations,2021)23.Sexual orientation,UK:2023(Office for National Statistics,2025)24.Why purpose should be a top priority for founders and entrepreneurs(Simona Clarkson for HSBC,2024)4140 candidates 150 business insights66%work in agency 16.3%are from Black,Asian&Minority Ethnic identify as being LGBTQIA 66.3male male non-binary prefer not to say 577%1%5$%have a neurodiversity,disability or mental health condition 11.4%are aged 45 24.4q%in permanent positions vs 29%freelancers71)%Our data set5051UKCREATIVEINDUSTRIESCENSUS2520LONDON|NEW YORK|MANCHESTER|AMSTERDAM|BERLINwww.majorplayers.co.uk 020 7836 4041 talkmajorplayers.co.uk
2025-08-22
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AMERICAS TALENT STRATEGY:BUILDING THE WORKFORCE FOR THE GOLDEN AGEUNITED STATES DEPARTMENT OF LABORUNITED STATES DEPARTMENT OF COMMERCEUNITED STATES DEPARTMENT OF EDUCATIONIAmericas Talent Strategy:Building the Workforce for the Golden AgeAmericas Talent Strategy:Building the Workforce for the Golden AgeTABLE OF CONTENTSExecutive Summary 1The Challenge 4Vision for Americas Workforce 7Strategic Actions to Create Americas Workforce Vision 11PILLAR I:Industry-Driven Strategies:Building reliable talent pipelines through a workforce system led by industry and aligned with Americas economic priorities 11PILLAR II:Worker Mobility:Bringing more Americans into the labor force and helping them advance,including through the innovative use of technology and labor market data 15PILLAR III:Integrated Systems:Replacing a fragmented web of duplicative programs with a streamlined,coordinated system that delivers unified workforce services 20PILLAR IV:Accountability:Ensuring federally funded workforce programs deliver measurable results by linking investments to outcomes&enforcing performance discipline 22PILLAR V:Flexibility&Innovation:Creating new models of workforce innovation built to match the speed and scale of AI-driven economic transformation 24Closing 271Americas Talent Strategy:Building the Workforce for the Golden AgeAmericas Talent Strategy:Building the Workforce for the Golden AgeEXECUTIVE SUMMARYPresident Trump has set a bold economic strategy to reindustrialize America,dominate the artificial intelligence(AI)frontier,and reclaim control over the levers of national prosperity Achieving this vision requires a workforce system capable of propelling American workers into high-wage careers,upholding the dignity of hard work,and delivering the talent businesses need to power the nations economic resurgence This strategy lays out a comprehensive plan to address the workforce needs of American companies,integrate existing workforce development systems to maximize efficiency and effectiveness,provide accountability for workforce training programs,upskill incumbent American workers,and develop alternatives to 4-year college degrees It rests on five strategic pillars:I Industry-Driven Strategies:The workforce system must transform into a reliable pipeline of American talent led by industry and aligned with Americas economic priorities Existing workforce development programs are often misaligned with employer needs due to a lack of coordination between education systems,workforce agencies,and businesses The current system is not positioned to prioritize industry needs and align federal workforce programs with private sector training investments and evolving skill demands This pillar of the vision will be achieved by scaling Registered Apprenticeships and other high-quality work-based learning models,aligning education and training programs to career pathways,and targeting federal investments toward employer-led upskilling initiatives designed to fill talent shortages in priority industriesII Worker Mobility:More Americans must be brought into the labor force and be able to advance,including through the innovative use of technology and labor market data The“college-for-all approach”has failed,and workers struggle to navigate a fragmented system of workforce supports and attain economic mobility Millions of Americans remain disconnected from high-wage jobs and career paths,with an increasing number disengaged and disincentivized from returning to work This pillar of the vision will be achieved by clearly identifying credentials that are valued in the labor market to support informed decision making,integrating AI-powered tools and competency-based assessments that allow workers to advance based on demonstrated skills and abilities,and getting the disconnected workforce into training opportunities that lead to self-sufficiency 2Americas Talent Strategy:Building the Workforce for the Golden AgeAmericas Talent Strategy:Building the Workforce for the Golden AgeIII Integrated Systems:The fragmented web of duplicative programs must be replaced with a streamlined,coordinated system that delivers unified workforce services The current patchwork of federal workforce programs is spread across multiple federal agencies,and they attempt to serve similar purposes with incompatible rules and siloed data systems As a result,job seekers must navigate a disjointed and bureaucratic system,while employers lack a unified access point to engage This pillar of the vision will be achieved by immediately working to streamline program administration and simplify governance requirements to empower states to integrate disparate funding streams and improve service delivery Further restructuring and consolidating workforce programs must be achieved through the Make America Skilled Again(MASA)proposal and reorganizing federal statistical agencies within the Department of Commerce IV Accountability:Agencies must ensure federally-funded workforce programs deliver measurable results by linking investments to outcomes and program performance Billions of dollars are spent each year without reliable and consistent mechanisms to measure success or hold programs accountable when they fail Training and education programs remain eligible for taxpayer funding regardless of whether they connect participants to high-wage jobs This pillar of the vision will be achieved by reforming or eliminating ineffective programs and redirecting funding to programs that demonstrate success in connecting Americans with high-wage jobs It will require harmonizing performance measures and enhancing data linkages to ease the reporting burden while producing valid,transparent data to assess the return on investment and the impact on closing talent gaps It also depends on ensuring all taxpayer-funded workforce services are reserved for individuals who are legally authorized to work,protecting high-paying jobs for American workers V Flexibility&Innovation:New models of workforce innovation must be created to match the speed and scale of AI-driven economic transformation AI is transforming work faster than the workforce system can adapt and workers will require new skills to share in the prosperity that AI will create Without greater agility in the system,the United States risks falling behind in the race to develop an AI-ready workforce This pillar of the vision will be achieved by leveraging existing statutory authorities to promote flexibility and innovation,prioritizing AI literacy and skills development across the workforce system,and developing pilot projects to drive rapid reskilling and fuel other AI-era innovationsAmericas Talent Strategy:Building the Workforce for the Golden Age outlines how the Trump Administration will use existing authorities and funding to execute a bold transformation 3Americas Talent Strategy:Building the Workforce for the Golden AgeAmericas Talent Strategy:Building the Workforce for the Golden Ageof the nations workforce system so that it delivers on the scale and urgency of President Trumps economic agenda It connects investments in people to the engines of national strength:industry,innovation,and work The goal is to build a durable system that expands our labor force,helps workers advance,supports employers in meeting their needs,and positions the country to lead in todays economy Through these reforms,the Trump Administration will transform our national workforce investments to meet the talent needs of employers,empower more Americans to access high-wage careers,and reindustrialize the United States4Americas Talent Strategy:Building the Workforce for the Golden AgeAmericas Talent Strategy:Building the Workforce for the Golden AgeTHE CHALLENGEFor decades,America has relied on a“college-for-all”model to prepare its workforce,but this approach has failed to meet the needs of both employers and workers Meanwhile,workforce programs are fragmented across agencies,stifled by red tape,and too often misaligned with the skills employers need These shortcomings pose particular risks as the United States advances toward a bold reindustrialization agenda and navigates the transformational impact of AI on the workforce To realize the full potential of President Trumps economic agenda,the Trump Administration must address the following challenges in the American workforce system Employers lack reliable talent pipelines to meet national economic goalsThe United States lacks the talent pipelines needed to meet employers needs and fuel President Trumps economic agenda The Trump Administration believes that the workforce system must be stronger than ever to meet a new set of national objectives,including reshoring American industries to gain economic sovereignty and building American talent across the AI ecosystem Under President Trumps leadership,businesses are investing billions of dollars to revitalize US manufacturing,production,and innovation,but many still struggle to find skilled technical workers As these companies anchor our countrys reindustrialization,past approaches to workforce development have failed to prioritize industry needs or complemented their training investments to ensure economic prosperity Forgotten in the midst of decades of failed federal workforce programming is the reality that it is the companies themselves within industry,not the government,that determine the skillsets and competencies needed for jobseekers to be adequately qualified for a positionMillions of Americans remain disconnected from high-wage career pathsAmerican workers cannot reliably connect to pathways to high-wage careers and too often remain on the sidelines of the labor force For decades,Americas labor market relied on the university system to develop new generations of workers,but this“college-for-all”approach has failed,and the patchwork of non-college programs targeting occupation-specific skills is inadequate to replace it Too many Americans,whether they are entering the labor market or trying to advance,struggle to navigate a fragmented system of workforce supports and attain economic mobility An increasing number of Americans are disengaged and disincentivized from returning to work,with more than 21 million Americans aged 25 to 54 not participating in the labor force At the same time,Americas workforce is aging,with millions of experienced workers retiring and fewer younger workers entering the pipeline to replace them In order for our economy to enter its next Golden Age,it is imperative that more Americans enter the labor market 5Americas Talent Strategy:Building the Workforce for the Golden AgeAmericas Talent Strategy:Building the Workforce for the Golden AgeThe workforce system is fragmentedAmericas workforce development programs are spread across multiple federal agencies,funding streams,and statutory authorities,resulting in a system that is confusing to navigate,inefficient to operate,and difficult to manage Programs that serve similar purposes often have incompatible rules,siloed data systems,and duplicative administrative requirements Governors and state workforce leaders face complex compliance mandates that constrain their ability to integrate services or direct funding where it is needed most and instead duplicate the fragmented federal systems within their states Job seekers encounter disjointed service delivery and must navigate multiple access points that fail to offer clarity on available opportunities or next steps Employers encounter overlapping points of contact with no unified access point to engage with the system or shape workforce solutions Despite widespread recognition of the need for integration,federal law and regulation continue to lock states and agencies into rigid programmatic silos As a result,workforce dollars are spent through disconnected channels,limiting impact and frustrating both the entities that deliver services and the individuals and businesses that rely on themThe workforce system lacks accountabilityThe federal workforce system lacks a reliable mechanism to measure,compare,and improve performance across programs Billions of dollars are spent each year without a consistent standard for success or a clear way to hold programs accountable when they fail Data collection is inconsistent across agencies,outcomes are often delayed or obscured by compliance-driven reporting,and providers face few consequences for failing to connect participants to high-wage jobs Training providers with poor outcomes remain eligible for federal funds,programs with high per-participant costs continue without scrutiny,and policymakers lack the tools to understand where investments are creating impact The federal government has spent nearly 50 years investing in expensive postsecondary programs that are not demanded by employers,divorcing the US postsecondary education system from market dynamics States have limited flexibility to direct funding toward high-performing models and little incentive to remove ineffective programs from eligible training provider lists Employers cannot easily evaluate the effectiveness of workforce partnerships or credentials In the absence of real performance accountability,too much of the system continues to function without delivering results,untethered from labor market outcomes and shielded from necessary reformAI is transforming work faster than the system can adaptAI is reshaping the workforce,and continuous innovation is needed to help workers navigate its opportunities and challenges AI represents a new frontier for workers,including new high-wage careers and enhanced productivity,but will also require new skills and transitions in the labor market for workers to share in the prosperity that AI will create The greatest workforce 6Americas Talent Strategy:Building the Workforce for the Golden AgeAmericas Talent Strategy:Building the Workforce for the Golden Agechallenge of AI may be the speed of change itself As AI accelerates shifts in job tasks and skill requirements,the education and workforce system must adapt in real time Without significant reform to create more agility and innovation across the system,the United States risks falling behind in the race to develop an AI-ready workforce7Americas Talent Strategy:Building the Workforce for the Golden AgeAmericas Talent Strategy:Building the Workforce for the Golden AgeVISION FOR AMERICAS WORKFORCETo usher in the Golden Age of the American economy,President Trump will invest in American workers and celebrate the inherent dignity of hard work Regardless of where a person beginswhether as a young adult entering the labor market,a veteran re-entering the civilian workforce,or a dislocated worker retraining for a new careerour Nations workforce development system must invest in our country and put Americans firstCompanies expanding in America should be able to count on the workforce system to produce the skilled,job-ready talent needed to make their investments succeed The system must work for businesses of all sizes,especially in sectors vital to restoring Americas economic strength and national competitiveness It must be held accountable for how well it delivers for employers and trains workers for jobs that will define Americas economic futureDelivering on this vision requires a new foundation for how the Departments of Labor,Education,and Commerce(the Departments)design,govern,and fund Americas workforce system That foundation rests on five strategic pillars:PILLAR I:Industry-Driven Strategies The needs of employers must drive how the workforce system educates,trains,and prepares the American workforce For this to occur,federal programs must be designed so that employers play a leading role in shaping and delivering training programs that help new and incumbent workers build the skills they need to succeed The government should seek businesses help to co-design work-based training and credentialing opportunities,including Registered Apprenticeships for new and incumbent workers A paradigm shift is needed to move beyond the“train and pray”model that has too often defined workforce investments,where programs operate in isolation from industry needs and workers are left to hope that training leads somewhere Federal workforce investments must prioritize talent pathways that start with companies identifying critical,hard-to-fill-demand occupations with high-wages that can be immediately filled upon successful completion of a training program by an aspiring worker To support continuous learning and career resilience,training investments must be coordinated across businesses,educational institutions,joint labor-management partnerships,and workforce agencies To realize this pillar of the vision,employers must play a central role in defining in-demand skills,validating training models,and steering investments toward the roles and credentials that matter most The Trump Administration will prioritize support for pathways with clearly defined destinations,including those that feature explicit employer validation and offer job guarantees,interview guarantees,or other mechanisms that ensure training leads directly to employment opportunities The Administration is focused on growing manufacturing and 8Americas Talent Strategy:Building the Workforce for the Golden AgeAmericas Talent Strategy:Building the Workforce for the Golden Ageadjacent industries,such as semiconductors,aerospace,shipbuilding,biopharmaceuticals,data centers,energy production,and other industries that serve as the foundation for American economic and national security Many of these companies seek to invest and build in the United States with the assistance of the Department of Commerces Investment Accelerator The input and direction of these companies on how the workforce system evolves to meet their needs is critical for the success of the Trump Administrations workforce strategy Meeting these companies short-term and long-term needs requires the workforce system to invest earlier and more intentionally in building career pathways,starting in middle school with exposure to real occupations and extending through high school and beyond with Registered Apprenticeships and industry-aligned training Federal funding will prioritize results,rewarding programs that place workers directly into apprenticeships or other work-based learning opportunities that lead to in-demand jobs The federal workforce system under the Trump Administration will be guided by the foremost goal of directing American talent into the private sector PILLAR II:Worker Mobility The American workforce system must help more people enter,reenter,and advance within the labor market Whether returning to the workforce or seeking better opportunities,individuals should be able to take tangible steps that lead to upward mobility and long-term economic independenceFederal investments must deliver a next-generation workforce and labor market intelligence system that is timely,localized,and actionable The system should help people see their skills,understand career options,and take clear steps toward better jobs Employers should be able to use the same system to find qualified talent and make faster,smarter hiring decisions Technology in the workforce system must be judged by how well it drives outcomes Systems that are overly complex or built around abstract compliance requirements often end up underused or ignored To serve workers and employers,digital tools must be simple,effective,and built for adoption and scale Success depends not on technical sophistication,but on whether these systems help people move into better jobs and help businesses hire more efficientlyTo realize this pillar of the vision,the system must promote reemployment and career mobility through multiple avenues:work-based learning,short-term credentials,stackable training opportunities,and pathways that recognize prior experience and demonstrated ability AI-powered tools and digital records will allow individuals to showcase what they know and have done,opening new opportunities and allowing them to advance without starting from scratch A workforce system that supports continuous advancement,especially through innovative uses of technology and labor market data,will empower more Americans to move forward in todays economy9Americas Talent Strategy:Building the Workforce for the Golden AgeAmericas Talent Strategy:Building the Workforce for the Golden AgePILLAR III:Integrated SystemsA modern workforce system must be unified,navigable,and built around the needs of its users The American worker should be able to access training and employment opportunities without getting lost in a maze of government agencies or confusing websites Employers should be able to engage with the system just as easily to find talent and grow their workforce States and local leaders should be able to coordinate across funding streams without being stifled by duplicative mandates or disconnected systemsThis vision calls for a fundamental shift from fragmentation to alignment Rather than operating in silos,federal,state,and local actors must work in concert to deliver a streamlined experience for those they serve A single federal agency,the Department of Labor,must lead the coordination and implementation of all federal workforce development efforts to prevent taxpayer dollars from being squandered on bloated administrative functions across duplicative levels of government With a shared framework and modernized infrastructure,the workforce system can function as a single,cohesive engine for American talent development that delivers measurable results,reduces administrative waste,and scales to meet the demands of a rapidly changing economyTo realize this pillar of the vision,the strategy will support shared eligibility standards across programs,streamlined intake processes,and digital tools that help frontline staff guide individuals to the right services Federal agencies will offer modular utilities that reduce duplicative paperwork and make it easier to coordinate across programs States will be encouraged to build unified online portals and create locations where people can access multiple services in one place and align the substantial training resources available through the Pell Grant program with career services available through the workforce system Vouchers and shared labor exchange and case management tools will be promoted to help workers access training and support seamlessly,without navigating disconnected systemsPILLAR IV:Accountability Federal workforce funding should be aligned with outcomes Programs that consistently deliver strong employment results should be expanded,while those that fail to show measurable impact should be reformed or ended Outcomes must be evaluated using a consistent set of metrics across agencies,including job placement,earnings growth,credential attainment,and return on investment and should account for the number of workers achieving positive labor market outcomes through the funding provided These results should be made transparent through public tools that allow workers,employers,and taxpayers to compare program performance and make informed decisionsTo realize this pillar of the vision,the system must track outcomes that matter to both workers and businesses Public dashboards will show which programs are helping people get jobs 10Americas Talent Strategy:Building the Workforce for the Golden AgeAmericas Talent Strategy:Building the Workforce for the Golden Ageand earn higher wages and which ones are helping employers fill in-demand roles Federal agencies will use consistent metrics to measure job placement,earnings growth,cost-effectiveness,and talent pipeline progress across all workforce investments Credentials will be judged based on their real value in the labor market,and ineffective training providers will be removed from public funding lists New funding models will tie resources to outcomes,including through the expanded use of pay-for-performance contracts and stronger recapture authority to redirect dollars from programs that fail to deliverPILLAR V:Flexibility&Innovation The federal workforce system must be adaptable Americas economy is changing quickly,driven by AI,advanced industries,and new national priorities The workforce system needs the tools and flexibility to keep up It must be designed for continuous iteration,with exponentially faster feedback loops between employers,educators,and training providers to ensure that programs can evolve in step with economic shifts Agility must become a core design principle of the education and workforce system That means giving states and local communities more control to tailor solutions to their regional economies Flexible funding models like MASA can empower governors to direct workforce investments toward business needs and eliminate duplicative or siloed efforts Innovation depends on freedom to test,iterate,and scale what works,without being constrained by outdated program rules or slow federal processesPreparing for the AI-driven economy requires a full-system response The Departments will prioritize efforts to translate workforce shifts,particularly those driven by AI and other emerging technologies,into coordinated changes across the entire human capital development pipeline,including K-12 education,postsecondary learning,and workforce development This alignment must be continuous and responsive to national economic priorities,ensuring the full talent system evolves with the economy instead of lagging behind itTo realize this pillar of the vision,the strategy will expand the use of tools like Workforce Innovation and Opportunity Act(WIOA)waivers and authorities that permit state or local governments to consolidate disparate workforce training grants from multiple agencies,invest in outcome-based pilot programs,and redirect flexible funds toward state-and employer-led innovation The Departments will also explore DARPA-style experimentation models to test bold new ideas,evaluate real results,scale proven strategies,and prioritize AI literacy and skill development across the workforce system11Americas Talent Strategy:Building the Workforce for the Golden AgeAmericas Talent Strategy:Building the Workforce for the Golden AgeWith our challenges defined and a clear vision set by President Trumps mandate for American economic resurgence,it is essential to translate goals into action The following strategy outlines the specific steps the Trump Administration will take,using existing budgets and authority,to transform our workforce system into an employer-driven engine of prosperity It also includes several substantial reforms that can be achieved through legislative changes Each element is designed to deliver measurable results,close skills gaps in critical sectors,and open high-wage career pathways for every AmericanPILLAR I:Industry-Driven Strategies:Building reliable talent pipelines through a workforce system led by industry and aligned with Americas economic prioritiesThe Trump Administration has embarked on a government-wide approach to support American industry and incentivize substantial new investments throughout the United States One of the most significant headwinds facing companies in the United States is identifying,attracting,hiring,and retaining talent For manufacturers alone,there are close to 500,000 open jobs todaya number expected to quadruple in the coming years The workforce system must be prepared to serve the needs of the companies whose investments will anchor Americas reindustrialization and be a force multiplier for additional workforce investments subsequently made by the companies themselves It is particularly important to meet the workforce needs of the companies that are seeking to make significant new investments across America,such as the companies working with the Department of Commerces Investment AcceleratorScaling Registered ApprenticeshipsThe Trump Administration is committed to expanding Registered Apprenticeship opportunities for American workers and has set a bold target of reaching and surpassing 1 million active apprentices This expansion will be guided by the Executive Order directing the Administration to develop a coordinated federal plan to strengthen and scale Registered Apprenticeships nationwide The Departments intend to create a plan that will focus on enhancing the employer value proposition for Registered Apprenticeships,deploy federal funding strategically to drive adoption,and support a robust ecosystem of state partners and intermediaries to deliver growth without compromising qualityTo strengthen the employer value proposition for Registered Apprenticeships,the Department of Labor will simplify registration for new apprenticeship programs,reducing the time it takes to develop new program standards or gain approval for expanding apprenticeships to a new occupation Central to this effort will be supporting the development of high-quality,industry-approved standards that employers and sponsors can seamlessly choose to adopt off-the-STRATEGIC ACTIONS TO CREATE AMERICAS WORKFORCE VISION12Americas Talent Strategy:Building the Workforce for the Golden AgeAmericas Talent Strategy:Building the Workforce for the Golden Ageshelf or adapt to the specific needs of their workplace Harnessing existing public-private partnerships,such as the Manufacturing USA Network,can greatly accelerate the adoption of industry-driven program standards Maximizing apprenticeship expansion also will depend on revisiting and revising regulatory requirements to align with the Administrations objectives and remove any undue burdens on apprenticeship sponsors The Department of Labor will address the registration and compliance challenges faced by multi-state employers,industry,and labor organizations so high-quality Registered Apprenticeships can more easily be scaled on a nationwide basis To align federal investments with the Registered Apprenticeship expansion goal,the Department of Labor will require applicants for competitively awarded funds to set targets for the number of participants placed into apprenticeships,and those that receive funding will be held accountable for delivering on these commitments To ensure formula-funded programs also realign towards job-connected learning,the Department of Labor will track the share of participants who are trained through Registered Apprenticeships and incentivize state and local workforce programs to connect more of the Americans they serve to this proven model Federal investments will target industry-specific strategies to scale apprenticeships in the sectors that are critical to American competitiveness,prioritizing occupations in-demand for companies that engage with the Department of Commerces Investment Accelerator The Departments will also explore how other existing federal funding streams might be better leveraged to support the expansion of Registered Apprenticeships Pay-for-performance models will be used to provide predictable financial support for employers,while outcomes-based grants to states will reward efforts that grow apprenticeship participation and reduce barriers to expansionTo support a robust ecosystem for Registered Apprenticeships,the Department of Labor will provide support for state-led efforts that expand system infrastructure and directly grow apprenticeship participation The Departments will also strengthen the system by supporting high-impact intermediaries,including intermediaries serving as group sponsors for programs involving multiple employers,and joint labor-management partnerships Additional targeted approaches will be developed to enable greater ecosystem support for small and medium-sized businesses and to expand the use of degree apprenticeships,including identifying appropriate flexibilities that will make these models more viable Shorter-duration models,including pre-apprenticeships,internships,micro-internships,and other work-based learning models will also be explored as potential on-ramps to Registered Apprenticeships,particularly those that offer structured progression toward employment and demonstrate strong labor market outcomesTogether,these actions will foster innovation and expansion in the Registered Apprenticeship system,without sacrificing the quality that has been a hallmark of this proven model to provide more opportunities for American workers13Americas Talent Strategy:Building the Workforce for the Golden AgeAmericas Talent Strategy:Building the Workforce for the Golden AgeAligning Education with Workforce NeedsThe Departments will also ensure that the education and workforce development systems vastly increase and expand the pathways into apprenticeships,including by aligning business demand,career and technical education(CTE)programs of study,youth-serving WIOA career pathways,pre-apprenticeships,and Registered Apprenticeships To ensure these work-based learning strategies meet current industry needs,the Departments will expect the workforce system and intermediaries to engage employers and develop industry or sector partnerships,particularly with businesses working with the Department of Commerces Investment Accelerator that are investing in the United States to create jobs for American workers These industry or sector partnerships should be a part of the larger workforce ecosystem in these areas to ensure coordination and economies of scale As an example,employers could work directly with school systems and community colleges to create dual-enrollment programs that lead to an apprenticeship or job immediately after high schoolTo meet industry skill needs of the future,the Departments will provide technical assistance and expand access to meaningful career exploration activities in K-12 education,beginning in 5th grade Early career exposure starting in middle school will allow students to consider the full range of career options and ensure students remain invested in their interests,aptitudes,aspirations,and education and are prepared to transition into the workforce The Departments will provide technical assistance to states to incentivize educational programs that align to local workforce needs and engage businesses to jointly develop curriculum that meet those needs Students cannot know what they want to be until they have seen all that there is to be The Departments will provide technical assistance to grantees for partnership with employers to provide a progression of career immersion activities aligned to jobs that are in demand at the local,state,and national level and are included in one or more of the 14 career clusters contained in the National Career Cluster Framework Career immersion activities will include awareness activities(job shadowing,career expos,and industry tours);exploration activities(employability skills training,simulated workplaces,and cooperative education);and career preparation activities(internships,externships,pre-apprenticeships,and apprenticeships)The Departments will also share resources and tools that support meaningful engagement between employers and schools so that schools are serving both of their customers:families and the employers who will hire studentsGrowing Industry-Specific Training,Including Through Incumbent Workers The Departments will also leverage existing authorities to direct resources towards industry-led training in priority sectors and support the expansion of industry or sector partnerships These flexible resources are a primary means for the Administration to target investments towards critical industry needs and build a pipeline of skilled workers in priority industries,14Americas Talent Strategy:Building the Workforce for the Golden AgeAmericas Talent Strategy:Building the Workforce for the Golden Ageincluding shipbuilding,advanced manufacturing,energy production(particularly nuclear energy),and the AI development ecosystem For instance,the Department of Labor will consider making funds available to states for an Industry Skills Training Fund that will support businesses in offering training programs that provide workers,including incumbent workers,with the skills needed to fill critical jobs in the local economy Under this model,participating states will coordinate with the Departments to determine the priority industries and occupations within the state to be supported through the Industry Skills Training Fund Employers within these industries will assess broad industry workforce needs,identify hard-to-fill roles,determine necessary skills and credentials,and develop or select the appropriate training program to prepare workers with the skills needed to succeed in the job States would provide outcomes-based reimbursement to participating employers for costs associated with delivering industry skills training to build their workforce Ensuring the resources are simple to access for employers will be essential to the success of this model Meeting critical industry workforce needs will require not only engaging the unemployed but also supporting the voluntary redeployment of workers currently employed in other sectors In some cases,the only viable path to closing talent shortages in high-priority industries will involve workers leaving current jobs to pursue new opportunities that better align with national economic needs The Departments will explore strategies to further incentivize and reduce the risk borne by individuals making these transitions,including through faster training pathways,stronger hiring commitments,and more viable financial arrangements Supporting these types of transitions will be essential to realigning talent with the sectors most vital to American competitivenessModernizing and Aligning Career and Technical EducationThe Trump Administration is exploring inter-agency agreements between the Department of Education and the Department of Labor to develop close collaborations and partnerships that leverage each agencys expertise to maximize alignment between programs Both agencies will provide a coordinated federal education and workforce system designed to more efficiently assist youth and adults enter into,and persist in,high-wage,high-demand,and high-skilled occupations This includes partnering in the administration of programs with the Department of Labor,including CTE formula programs funded by Perkins V and the Perkins Innovation and Modernization(PIM)Grant program,which identifies,supports,and rigorously evaluates evidence-based and innovative strategies and activities to improve and modernize CTE The PIM Grant program also ensures workforce skills taught in CTE programs align with labor market needs and engages businesses in determining those needs The Administration will ensure that future PIM competitions are focused on further education and workforce alignment,including integrating apprenticeships and advancing innovation in CTE,such as advancing new models of work-based learning,learning and employment records,and skills-15Americas Talent Strategy:Building the Workforce for the Golden AgeAmericas Talent Strategy:Building the Workforce for the Golden Ageand competency-based education and hiring efforts,rather than focusing on priorities that are already allowable under Perkins V The Administration will also ensure that PIM Grants drive alignment between CTE programs and the public workforce system by requiring the support of governors and state workforce boards for PIM Grant applications PILLAR II:Worker Mobility:Bringing more Americans into the labor force and helping them advance,including through the innovative use of technology and labor market data To reconnect millions of sidelined Americans with meaningful work,the public workforce system must be redesigned for simplicity,accessibility,and results The Departments will lead an overhaul of fragmented access points by promoting shared eligibility standards,simplified intake processes,and integrated digital tools that allow workers to understand their options and pursue clear next steps These efforts will ensure that regardless of background or circumstances,Americans can find a clear on-ramp to high-wage opportunities without navigating bureaucratic confusion or running into dead ends in the systemEngaging and Supporting the Disconnected Workforce To bring more Americans back into the labor force,the Departments will prioritize outreach to long-term unemployed and underemployed populations,including those who have left the labor force entirely The enhanced work requirements for able-bodied adults without dependents(ABAWDs)enacted through The One Big Beautiful Bill will fuel these efforts to reconnect Americans with the dignity of work The Department of Labor will strengthen its partnership with the federal agencies that administer public assistance programs to maximize the skills training and work opportunities available to ABAWDs through the public workforce system and help these individuals transition off public benefits and become economically self-sufficient The workforce system can play a critical role in partnering with employers to help train individuals that lack the necessary skillsets and work experience by offsetting some of the wages paid to these workers on their quest to become fully productive Targeted approaches will be developed for recruiting men aged 25 to 54 who are statistically the most disconnected from the labor forceThe Departments will also support workforce strategies that strengthen transitions into employment for populations such as veterans and individuals who were formerly incarcerated These efforts will focus on building reemployment pathways that recognize prior experience,reduce barriers to entry,and connect individuals to training and supportive services that lead to high-demand jobs The Departments will work with state and local partners to identify effective models and explore flexible uses of funding to support training,credentialing,and other supportive services where appropriate16Americas Talent Strategy:Building the Workforce for the Golden AgeAmericas Talent Strategy:Building the Workforce for the Golden AgeThe Departments will work to establish self-sufficiency tools that will allow workers to determine the best pathway to enter paid employment and reach self-sufficiency As part of this effort,the Departments will explore flexibilities within their programs to help ease the benefits cliff and reduce the disincentive for career advancement,such as through waivers to allow for supportive services to be permissible as a follow-up service after the individual has obtained employment if such services are structured in a manner to smooth the transition off public assistance programs The Departments will also support strategies that develop core employability skills,which are often essential for reentering and staying in the workforce,particularly for individuals who have been disconnected from the labor marketThe Departments will also focus on the rapid reemployment of dislocated workers The Department of Labor will identify opportunities to enhance the Reemployment Services and Eligibility Assessment Grants(RESEA)program,specifically in how it connects individuals receiving unemployment insurance(UI)to workforce needs To the extent possible,the Department of Labor will encourage states to leverage advanced technology-enabled tools to inform the development of individual reemployment plans and more effectively apply UI claimant data to reduce UI duration The Department of Labor will also work with states on opportunities to reform work search protocols within the UI system to better align UI claimants with the quickest path to return to workUsing Technology to Enhance Career Navigation&MobilityHelping Americans navigate career pathways is a core function of a modern workforce system Career coaching,whether delivered in person,virtually,or supported by AI tools,helps individuals identify viable paths to advancement,understand their options,and take actionable steps The Departments will explore opportunities to scale high-impact,tech-enabled navigation and coaching models and ensure tools are designed to empower workers,while preserving the human connection that supports confident career decisions These tools will be judged by their ability to deliver clear,actionable insights that help Americans access better jobs and help employers fill evolving roles more efficiently The Departments will invest in digital platforms that promote career mobility,simplify service delivery,and support rapid skill matching aligned to current labor market demands Where feasible,the Departments will support states and grantees in embedding competency-based assessment tools into the participant intake and service lifecycle,including credit for prior learning tools,to recognize prior experience,reduce duplication in training,and help workers advance based on demonstrated skills and abilities The Departments will explore the deployment of AI-assisted tools to enhance participant intake,streamline eligibility determination,and connect job seekers to multiple programs without duplication Modular utilities will simplify frontline staff workflows,and data-sharing agreements will enable single-entry service platforms,reducing burdens and ensuring real-time navigation of training and support options The Departments will also support the 17Americas Talent Strategy:Building the Workforce for the Golden AgeAmericas Talent Strategy:Building the Workforce for the Golden Ageincreased adoption,evaluation,best practices-sharing,and standards-setting for tools that demonstrate the ability to drive tangible labor market outcomes,rather than theoretical interoperability alone The Departments will also explore new uses of emerging technologies such as virtual reality,generative AI,and adaptive learning platforms to accelerate the development and delivery of workforce training Virtual reality tools can expand access to hands-on learning and simulate job environments that are otherwise cost-prohibitive to replicate Generative AI models offer the potential to dramatically reduce the time,cost,and complexity of creating and updating training programs,allowing for faster adaptation to evolving industry needs AI-driven personalization may also help tailor instruction to individual learners in ways that improve engagement and completion rates The Departments will support pilots and partnerships that test these technologies in high-demand sectors and will evaluate their potential to scale cost-effectively across the workforce systemThe Departments will support the adoption of skills-based practices across education,workforce,and corporate human resources systems that prioritize demonstrated ability over formal credentials Skills-based approaches can improve hiring,training,and advancement decisions when grounded in clear,job-relevant evaluations To support this shift,the Departments will promote models that move beyond simply making inferences about an individuals skills and instead evaluate the direct demonstration of those skills This includes supporting the use of simulations and scenario-based assessments within career navigation,training programs,and hiring pipelines to validate job readiness Where feasible,federal funding and technical assistance will help states,businesses,and providers adopt these practices at scale These actions will improve the return on training investments and strengthen the connection between skill development and job outcomesModernizing Workforce Data and SystemsThe Departments will work together to strengthen responsive workforce and labor market information and eliminate information silos that hinder effective program administration,as directed under Executive Order 14243 This includes promoting open-source tools that support real-time skills data infrastructure,evaluating the role and limitations of federal resources like O*NET and CareerOneStop,and upgrading data capabilities to maximize transparency and accessibility of federal data The Departments will assess where they can add value in clarifying,cross-walking,or aligning high-quality skills taxonomies already developed by the private sector and explore improvements to their digital tools to ensure they help job seekers and employers make more informed workforce decisions All three Departments will identify opportunities to unify federal education and workforce data systems and establish a federal initiative that analyzes opportunities for coordination across longitudinal databases,P-20 data sources,administrative wage records,and related programs This initiative aims to provide states with a single,integrated framework for 18Americas Talent Strategy:Building the Workforce for the Golden AgeAmericas Talent Strategy:Building the Workforce for the Golden Agetracking education-to-employment outcomes,reducing duplication,and improving cross-agency data alignmentThe Departments will take steps to harmonize eligibility determinations and the online service platforms or interfaces for job seekers who might need to navigate multiple programs,ensuring data from job seekers is captured only once This will include offering states,local communities,and industry intermediaries modular utilities around labor exchange and case management that synthesize the multiple tracking systems currently used by front line service delivery staff States choosing to maintain their own workforce technology systems will be encouraged to ensure robust integration capabilities through standard Application Programming Interfaces(APIs)that allow authorized third parties to build job seeker tools that can easily share data with state workforce systems,reversing the longstanding pattern of closed-off state workforce technology ecosystems hampering innovation The Departments will also issue guidance allowing eligibility determinations and data collected for one program to be used for other programs,where authorizations permit,to reduce duplicative paperwork and focus program and participant time on training and career activities These technology and process reforms can repair the missed connections on the ground between the multiple federally-funded programs that support job seekers The Department of Labor will also evaluate the return on investment of existing American Job Center infrastructure and explore redesigning the national access strategy to better reach todays workforce This includes supporting states and localities in piloting alternative access points,such as libraries,community centers,faith-based institutions,and other trusted locations with which workers and job seekers already engage These improvements will complement efforts to modernize virtual tools to engage more individuals and reduce barriers to accessing workforce servicesIdentifying Credentials Aligned with Industry DemandLearners investing their own hard-earned money or taxpayer dollars in training need to know what has market value,so the Departments will develop a public Credentials of Value scorecard The Departments will review ongoing state and private sector initiatives to inform the creation of a national tool that enables employers,job seekers,career coaches,and other workforce stakeholders to compare education and training programs based on quality assurance criteria including labor market outcomes,cost,duration,and credential type This scorecard could integrate wage record data and credential transparency efforts to support informed decision-making The Departments will also strengthen alignment between state eligible training provider lists(ETPLs)and outcomes data The Departments will strengthen oversight and guidance to ensure state ETPLs reflect training programs that demonstrate real economic value to workers,while making it easier for these effective programs to establish eligibility across 19Americas Talent Strategy:Building the Workforce for the Golden AgeAmericas Talent Strategy:Building the Workforce for the Golden Agestate lines This can include issuing guidance defining minimum quality standards for states evaluating provider outcomes using wage record data and ensuring employers validate a need for the training,de-listing programs with consistently poor performance or lacking industry relevance,and publishing comparative dashboards The Administration is also ready to work with Congress on statutory changes to further orient federally-sponsored training to providers with strong outcomesAddressing Common Barriers to Job Training Enrollment and CompletionThe Departments will support local initiatives that partner with community organizations,employers,and faith-based groups to build trust,raise awareness,and offer supportive services such as childcare,transportation,and behavioral health support,that help individuals overcome structural barriers to employment These supports are often decisive in whether individuals can enter,persist in,and complete training programs that lead to employment and long-term economic mobility The Departments will work with states to identify how existing federal funding can be more effectively aligned to provide these services in ways that contribute directly to program outcomes such as training completion,job placement,and wage progression This will include sharing best practices on program design and providing technical assistance on the use of existing authorities The Departments will also explore financing innovations that help shift the cost burden off workers,including deferred tuition models,outcome aligned student financing,and other mechanisms that account for the financial risk workers often assume when pursuing training These models will be evaluated based on their ability to expand access to high-demand pathways and produce strong employment outcomesRemoving Licensing Barriers to Advance Workforce MobilityOccupational licensing requirements can serve as unnecessary barriers that restrict worker entry,block mobility across state lines,and slow transitions into high-demand careers The Department of Labor will consider launching a coordinated federal analysis to identify the industries and occupations where outdated or inconsistent licensing requirements are limiting labor market flexibility,particularly in sectors with persistent talent shortages The analysis will examine how burdensome occupational licensing rules intersect with reemployment and training efforts,and will explore strategies to incentivize states to adopt reciprocity frameworks,modernize licensing systems,or test alternatives to licensure Where appropriate,reforms may be tied to flexible federal funding or performance-based incentives to accelerate adoption20Americas Talent Strategy:Building the Workforce for the Golden AgeAmericas Talent Strategy:Building the Workforce for the Golden AgeImplementing Workforce PellWith the enactment of The One Big Beautiful Bill Act,Workforce Pell Grants provide an opportunity to align the supply of talent and training programs to labor market demand Workforce Pell will allow learners to access Pell Grants for high-quality,short-term workforce training programs Programs that are aligned to immediate employment opportunities are key for raising the national labor force participation rate The Departments will work with governors and state workforce boards to identify the high-quality programs leading to positive employment outcomes that should be eligible for Workforce Pell The enactment of Workforce Pell Grants also creates new opportunities to better align WIOA services including case management,career navigation,and employer engagement with training that can be supported through Pell Grants The Department of Labor can provide technical assistance to states to ensure statutory provisions designed to ensure Pell Grants are the primary source of funding used,when available,are implemented with fidelity PILLAR III:Integrated Systems:Replacing a fragmented web of duplicative programs with a streamlined,coordinated system that delivers unified workforce servicesRestructuring and Consolidating Workforce ProgramsConsolidating multiple workforce programs into a single,more cohesive system leads the way for states to provide integrated services,reduce duplication,and be more responsive to the evolving needs of industry and the workforce,leading to better employment outcomes for job seekers The Administration will work with Congress to implement the MASA proposal described in the Presidents FY 2026 Budget,which will consolidate multiple programs into a single grant for states flexible use,through WIOA reauthorization or through FY 2026 appropriations provisions The MASA proposal could also include additional programs that are currently siloed and are good candidates for streamlined state administration Just as the Trump Administration is reimagining how to integrate Department of Education programming into the Departments of Commerce and Labor initiatives,the Departments want to challenge states to similarly reimagine their structures The MASA proposal will allow states to redesign their education and workforce systems around the needs of their learners,job seekers,and employers For example,some states may determine that integrating entire local workforce board functions at a local community college would make it easier for workers to access the training they need to obtain employment21Americas Talent Strategy:Building the Workforce for the Golden AgeAmericas Talent Strategy:Building the Workforce for the Golden AgeTo enable states to further streamline programs,the Administration will work with Congress on a legislative proposal to establish an authority for states,similar to the PL102-477 authority for Tribes and the flexibility already available to territories,to allow for the consolidation of disparate workforce funding with clear accountability provisions and parameters aligned to the five strategic pillars of the Vision for Americas Workforce Reorganizing Federal Statistical AgenciesThe Administration will work with Congress to consolidate federal statistical agencies and reorganize the Bureau of Labor Statistics,Bureau of Economic Analysis,and the Census Bureau within the Department of Commerce This proposal aims to leverage data collection and analysis synergies,increase cost-effectiveness,improve data quality,and reduce respondent burden The reorganization can shape how the federal government provides labor market information and measures program performance and make the federal government more efficient by housing data organizations in one place Streamlining Program AdministrationThe Departments will identify opportunities to direct their competitive grant resources towards effective states and grantees so taxpayer dollars can more efficiently benefit the American worker Specifically,the Departments will structure competitive grant opportunities to award funds to state applicants,as allowable,who will integrate state workforce investments and deliver industry-driven training through central points of access The Departments technical assistance will support effective integration of discretionary resources into states workforce strategies,driven by the needs of industries within each state Federal reporting burdens will be reduced through harmonized metrics,AI-enabled validation tools,and streamlined data systems that support outcome tracking,not compliance overheadTo respond to industry needs instead of bureaucratic mandates,the Departments are actively seeking to simplify state staffing and governance requirements A proposed rule will remove the Wagner-Peyser merit staffing regulations that hamstring state efforts to integrate employment services with training programs The Departments will support governors in re-organizing their service delivery and agency organizations,using the maximum flexibility available within current law,and providing intensive and ongoing technical assistance regarding the waiver flexibilities that governors have at their disposalBuilding a Unified Federal Workforce ApproachFederal agencies will also establish interagency agreements to promote efficient and consistent administration of similar workforce programs and better alignment of resources with the Department of Labor as a convening agency This will create synergy between currently disconnected federal investments in workforce development and drive consistent 22Americas Talent Strategy:Building the Workforce for the Golden AgeAmericas Talent Strategy:Building the Workforce for the Golden Ageimplementation of the five strategic pillars across agencies,while fostering a workforce system that is easier to navigate for businesses and workers Through the use of interagency agreements,the Federal agencies will be able to identify and address programmatic inconsistencies between workforce investments and coordinate federal investments targeting industry sectors critical to the national economy PILLAR IV:Accountability:Ensuring federally funded workforce programs deliver measurable results by linking investments to outcomes&enforcing performance disciplineReforming,Redirecting,or Eliminating Ineffective ProgramsJob Corps is a failed experiment to help Americas youth,and the Trump Administration is concerned about the programs financial unsustainability and poor performance Job Corps students do not consistently see improved workforce outcomes,despite an exorbitant Federal cost(some centers spend more than$400,000 per graduate),and students facing similar barriers to employment would be better served in alternative programming at a fraction of the cost Similarly,the Senior Community Service Employment Program(SCSEP)is ineffective and fails to consistently move seniors into unsubsidized,gainful employment The Administration proposes to eliminate both Job Corps and SCSEP in the Presidents FY 2026 Budget The Administration proposes to eliminate the Adult Education Program The Adult Education and Family Literacy Act(AEFLA)is part of the public workforce system by statute,as Title II of WIOA,but duplicates the services provided by other WIOA programs The Administration proposes to substantially reform the Federal Work Study program to target it towards demonstrated industry needs,career-relevant employment,and learner-centered opportunities to serve low-income individuals To redirect taxpayer resources away from ineffective programs,the Departments of Labor,Education,and Commerce aim to shift awards to successful programs,by allowing agencies to terminate grants failing to meet first year benchmarks and re-obligating the funding to successful grantees The Departments will use flexibilities,where available,to incorporate this strategy into competitive awards and will work with Congress to discuss legislative flexibilities to expand the WIOA recapture authority for states to ensure funding does not linger with poor performing grantees The Departments will also support states and local areas in implementing the allowable but underused pay-for-performance authority,including promoting pay-for-performance contracting and strategies through discretionary grants and easing undue burdens that have stifled interest in pursuing this strategy Pay-for-performance strategies direct funding toward providers that demonstrate real success in connecting people to high-wage jobs These models ensure public investments generate measurable returns in employment,earnings,and credential attainment23Americas Talent Strategy:Building the Workforce for the Golden AgeAmericas Talent Strategy:Building the Workforce for the Golden AgeStreamlining Reporting AdministrationTo further ease the burden on states administration of their education and workforce development resources,the Departments will also reform administrative processes to enhance efficiency and reduce burdens on grantees For instance,the Departments will streamline and reduce reporting burdens and focus on performance metrics that illustrate measurable impacts on reducing overall unemployment and progressing workers into higher-paid jobs This includes providing grantees with utilities that simplify data linkages for employment outcomes;easing grantee reporting burden and strengthening data validity;and publishing performance data in a single,easy-to-navigate website to clearly communicate outcomes to taxpayers Information collection requests will be reviewed across all programs and any data elements that are not statutorily required and do not advance the goals of the program will be removed The Departments will pursue additional reforms to simplify the performance accountability system under WIOA to ensure it can be fully and consistently implemented to drive program improvement This approach builds upon the work of the Census Bureaus Evidence Group,which has developed an infrastructure to:(1)produce characteristics of workforce development training participants and(2)use a standardized approach to gathering data on participants and linking that data to Census Bureau longitudinal data assets,including data on earnings and employment,in order to study the long-term outcomes of these programs for individuals,businesses,and communities This data infrastructure,along with the Evidence Groups highly skilled social science analysts,enables the Census Bureau to rapidly deploy an analysis framework to build evidence to evaluate any type of workforce development programWhere feasible,the Departments will harmonize performance measures and direct workforce programs across government to report the employment and earnings outcomes of participants and facilitate the use of administrative data sets like UI wage records to determine those employment outcomes The Departments will also pilot automation-friendly reporting infrastructure and test the transition from manual,file-based submissions to automated,API-enabled reporting infrastructure,which could submit data continuously through system-to-system connections and use AI-assisted validation tools to reduce error ratesEvaluating Outcomes and ImpactsThe Departments will also explore other methods to evaluate outcomes For instance,the Departments will explore how to evaluate training programs based on the earnings change that participants experience after completing training The Departments will compare the participants pre-and post-completion earnings with the cost of the program to assess program value and will explore the integration of training program participant cost data to 24Americas Talent Strategy:Building the Workforce for the Golden AgeAmericas Talent Strategy:Building the Workforce for the Golden Agecalculate a“return on investment”Congress may also consider making earnings change from training a primary indicator of performance for the core programs in WIOA reauthorization Programs can also be evaluated in terms of whether they address talent shortages Beyond participant level outcomes,reauthorized programs could directly measure program contribution towards addressing systems-level talent shortages:eg,the number of workers a program/system places into priority industries and its impact on closing identified skills shortages in a region Verifying Participant Work AuthorizationThe Administration is taking significant steps to ensure all taxpayer-funded workforce services are reserved for individuals who are legally authorized to work,protecting high-paying jobs for American workers The Department of Education issued a Notice of Interpretation requiring post-secondary education and CTE programs to verify the eligibility of participants and the Department of Labor issued a Training and Employment Guidance Letter requiring workforce programs to verify the work-authorization status of all participants prior to delivering services The agencies will provide technical assistance and monitor grantees to ensure compliance with these policies that are critical to ensure federal workforce programs are not misspending any taxpayer funding on individuals that cannot ultimately accomplish the goal of high-paying employment PILLAR V:Flexibility&Innovation:Creating new models of workforce innovation built to match the speed and scale of AI-driven economic transformationLeveraging Statutory Authorities to Promote Flexibility and InnovationThe Department of Labor will clarify its interpretation of the WIOA waiver authority and promote new waivers to statutory requirements that are barriers to reform and innovation In considering state waiver requests,the Department of Labor will encourage states to propose innovative reforms that realign their workforce system to match the five strategic pillars of the Departments vision for worker investment and be held accountable for achieving improved outcomes For instance,the Department of Labor will continue to encourage states and local workforce boards to provide more WIOA incumbent worker training,including through waivers of statutory caps as needed,and updating priority of service guidance to clarify all job seekers who remain eligible for WIOA programs,including incumbent workers The Department of Labor will also consider requests for waivers or pilot authority that enable partnerships with non-traditional training providers and support models that may fall outside WIOAs current approach for delivering training,particularly where they are directly tied to measurable labor market outcomes When reviewing waiver requests,the Department of Labor will be particularly interested in state proposals that will direct more resources towards building the talent pipeline for industry sectors critical to achieving national economic priorities 25Americas Talent Strategy:Building the Workforce for the Golden AgeAmericas Talent Strategy:Building the Workforce for the Golden AgeThe Departments also plan to maximize flexibility for tribes,particularly through the PL 102-477 authority,often referred to as the“477 Program,”which allows federally-recognized tribes to consolidate their funding into a single award administered by the Bureau of Indian Affairs(BIA)in order to streamline administrative requirements and promote self-sufficiency through workforce and economic development Tribes seeking to use the 477 Program sometimes face difficulties in federal agency approval processes,limiting the number of tribes that benefit from this authority Agencies will identify additional programs that tribes could consolidate and will work with BIA to support tribes that want to shift towards the 477 Program The Departments will prioritize building a more agile education and workforce system that can adapt to the rapid pace of economic and technological change This includes identifying and addressing structural and regulatory barriers that slow system response,promoting models that allow for faster feedback loops between employers,workers,and training providers,and using pilot programs to test new approaches The Departments will promote strategies that enable faster adjustment of training programs,quicker deployment of new models,and more responsive alignment to real-time labor market needsEstablish AI Workforce Efforts to Identify and Navigate Ongoing ImpactsLed by the Department of Labor through the Bureau of Labor Statistics(BLS)and the Department of Commerce through the Census Bureau and the Bureau of Economic Analysis(BEA),the agencies will study AIs impact on the labor market by using data they already collect on these topics,such as the firm-level AI adoption trends Census tracks in its Business Trends and Outlook Survey These agencies could then provide analysis to support tracking of AI adoption,job creation,displacement,and wage effects Further,the Administration will establish the AI Workforce Research Hub under the Department of Labor to lead a sustained federal effort to evaluate the impact of AI on the labor market and the experience of the American worker,in collaboration with BLS and DOC through the Census Bureau and BEA The Hub would produce recurring analysis,conduct scenario planning for a range of potential AI impact levels,and generate actionable insights to inform workforce and education policyPrioritize AI Literacy and Skill Development across the Workforce SystemThe Department of Labor,in partnership with the National Science Foundation and the Department of Education,will consider publishing a national framework around the core competencies and best practices for AI literacy education that are aligned to industry demand The framework will provide voluntary guidance to support the evaluation of high-quality AI literacy content and its effective integration into education and workforce systems,to help accelerate AI skill development for American youth,job seekers,and workers across the country26Americas Talent Strategy:Building the Workforce for the Golden AgeAmericas Talent Strategy:Building the Workforce for the Golden AgeThe Departments will prioritize AI skill development as a core objective of relevant education and workforce funding streams This will include promoting the integration of AI skill development into relevant programs related to career and technical education,workforce training,and apprenticeships initiativesLaunch National Networks of AI Learning Efforts To ensure broad access to AI-era training,the Administration will support the creation of regional AI learning networks,with employer-led,cross-sector partnerships that serve as training and innovation centers for the AI economy These networks will build on federal investments in advanced industries and be supported through competitive grants that reward partnerships between employers,community colleges,and training providers Special focus will be placed on ensuring all communities gain access to these opportunities,creating shared prosperity in the AI eraThe Department of Education,in partnership with the Department of Labor,the Department of Commerce,and the National Science Foundations AI Institute,will also convene a network of community college and university AI centers to explore how best to integrate AI education across institutional offerings to equip graduates for an AI-driven economy Deploy AI-Focused Pilots to Drive Rapid Retraining and Other AI-Era InnovationTo meet the pace of labor market disruption driven by AI,the Department of Labor will deploy existing authorities and funding streams to pilot new models for rapid retraining,workforce transitions,and innovation across the workforce system The Department of Labor will leverage available discretionary funds,where appropriate,to fund rapid retraining for individuals impacted by AI-related job displacement Pilots may support worker-directed vouchers or employer-based training models,depending on local capacity and need The Department of Labor will issue clarifying guidance to help states identify eligible dislocated workers in sectors undergoing significant structural change tied to AI adoption,as well as guidance clarifying how state Rapid Response funds can be used to proactively upskill workers at risk of future displacement These efforts may include pilots that directly fund innovative training models at the national level,especially those with strong employer validation and measurable outcomesThe Departments of Labor and Commerce will also rapidly pilot new approaches to workforce challenges created by AI,which may include areas such as rapid retraining needs driven by worker displacement and shifting skill requirements for entry-level roles These pilots will be carried out by states and workforce intermediaries using existing waiver and demonstration authority under WIOA and the Public Works and 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